With regard to the corporation apprenticeship in the 1920's, there exist two opposing views at present: According to one view its role is highly estimated in relation to the formation of "the prototype" of "the Japanese Employment System"; in the other, on the contrary, its retrocession at this period is stressed. The purpose of this paper is to give meaningful material to solve this problem by making clear the change from the period of WWI to the 1920's in Totei-Yoseijo, the corporation apprenticeship school, of the Hitachi Company. In the period of WWI, Yoseijo was faced by a critical situation, which was expressed in outstandingly high rates of turnover and of absence under tightening of the labor market and development of the labor movement. Removal of the influence of the labor unions in 1919-20 and the following panic of 1920, however, changed the situation drastically: the both rates sharply declined. Since these occasions, about 40% of Yoseijo graduates, presumably much more after the late 1920's, have been involved in "the Life Long Employment System". The change didn't stop here. Around the year of 1920, the workers of the Hitachi Co. were thought to be a kind of "stragglers" or "bankrupts." But such a low social status of the workers did change dramatically in the late 1920's, when Hitachi district developed as a company town through the growth of the Hitachi Co. in spite of the depression at that time. This brought a remarkable increase in the number of applicants for Yoseijo, and the competitive rate increassed nearly 10 times as much in 1930. Thus, Yoseijo could employ as apprentices those who had earned good grades at school. This, on the one hand, contributed to further decline of the rates of turnover and absence, and, on the other, made it possible to meet the need of skill based on scientific knowledge at this period.

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The breakout of World War l (WWI, hereafter), which spurred on Japanese industrializaion, brought about remarkable changes in the circumstances of staff, especially junior staff in industry: bureaucratization of business enterprises, and expansion of secondary and higher education. The purpose of this paper is to make it clear what kind of changes in employment management of junior staff came about responding to these new circumstances after WWI, with special reference to Hitachi Ltd. Hitachi Ltd. first embarked on electrical machinery manufacturing in 1910. Its chief strategy in employment management at the early stage was to secure highly-educated engineers. In fact, graduates from higher schools occupied 64% of all the recruits of senior staff between 1912 and 1915. However, recruits of lower-class engineers graduating from secondary technical schools (Kogyogakko) employed as junior staff were few until after 1916. During WWI Hitachi developed into one of the biggest factories, but such a rapid growth was not without confusion in its production system. Moreover, reentry of foreign companies into the Japanese market after the end of WWI accelerated competition, and the prices of products declined sharply. Thus, Hitachi was forced to adjust and expand management organization on a large scale to further control over production process. This increased importance of the role of junior staff remarkably. The number of recruits from secondary technical schools showed a sharp increase after 1916. In the 1920s, when the staff market underwent a complete transformation through expansion of secondary education and the panic of 1920, the majority of junior staff in demand came to be supplied by regulary recruiting graduates from secondary schools throughout Japan. As a result, in the early 1920s the graduates of secondary schools occupied 64% of all the recruits of junior staff. In the late 1920s the rate rose to 90%, and at the same time, chances of promotion from workers to junior staff decreased sharply. Therefore, it should be safe to say that distinction between graduates from secondary and higher schools and non-graduates came to be fixed as stratification between staff and workers in the late 1920s.

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The present paper shows that oil from waste plastics can be used as fuel for diesel electric generator. The experimental results indicated that 80wt% of waste plastic could be recovered as oil by using a laboratory scale facility with plastic feed rate of 30kg/h. When reflex converter is operated under the optimum condition, an oil substance which has both high ignitability and fluidity is recovered. Under the combustion performance test with the recovered oil, a 70kilowatt diesel engine could be operated stably. The properties of exhaust gas cleared all regulatory standards, although the level of nitrogen oxides (NOx) was higher than that of kerosene. The concentration of NOx could be reduced by optimization of fuel injection timing.

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　災害時の避難所として公共施設が利用されることが多いが，これらの施設は，避難所を主要用途として設計されたものではなく，避難所として使用する際には，不安感やプライバシー確保などの生活環境上の問題が発生することが懸念される．東日本大震災時には，避難所になるべき施設に相応の設備や備蓄が十分に備わっておらず，避難所によって運営に大きな差があり，被災者のニーズ変化への対応や避難生活の改善が十分でなかったといった課題があった．本研究では，避難所における生活質として，(1)津波や洪水，土砂災害に対して避難所が安全な場所に立地しているか，(2)津波浸水想定域から津波到達時間内に避難可能であるか，(3)避難所の収容率や備蓄数，避難所と給水所との位置関係の3点に着目し，生活質の観点から見た避難所の地域特性分析手法を検討した．

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Control commands that drive railcars and operate each equipments are issued via control electric wires to each car formed train. Recently as control system come to the imcreasingly complex and service to the passengers is improved, the number of control electric wires is on the increase. But the increase is limited by easiness of maintenance and the carbody structure. Application of a multiplex system is thus conceived. Because of high level noise occurring in train, the multiplex system needs in most cases exclusive communications lines. If the control electric wires can serve concurrently as communications lines, i will be needless to install new commuication lines. By adoption of a differential driver-receiver used electric characteristic balance of control electric wires and a strong software check function of communication signal, an ample noise margin can be improved. A multiplex system was mounted on the JR electric railcars and tested on main line of JR Kyusyu. Based on the test result, the system has been inproduced in electric-diesel railcar cooperative drive system.

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The outbreak of World War I, which spurred on industrialization, provided a good opportunity for the rise of a lasting labor movement for the first time in the Japanese history. Under union pressure, labor management of big companies clearly changed. According to a popular view, from the period of WWI, managers invented a set of welfare programs including seniority-based wage system for workers, regarding them as members of the enterprise community just like white-collar staff. These caused a sharp decrease in the workers separation rate under the stagnation of the labor market after the panic of 1920, thus resulting in the emergence of "permanent employment". If this view is true, it follows that "the Japanese emyloyment system" in large factories today, characterized as "white-collarizationof workers"(Kazuo Koike), took its shape in the interwar period. However, no one has ever raised and objection to another common opinion that there existed sharp discrimination between staff employees and workers all through the pre-war period. The purpose of this paper is to investigate the interwar employment conditions of both white-collar staff and workers intensively with special reference to Hitachi Co. Ltd., and to shed light on the problems as mentioned above. The chief points illustrated are as follows: (1) At Hitachi, employment management encouraging long-term service such as school-graduate hiring and seniority wage came to be arranged systematically for white-collar staff in the late 1920's. It was also applied to workers in part, which brought about stratification in the labor market of both large and small factories. (2) However, managerial efforts to elicit long-term service of workers were limited and inconsistent. Workers hired upon graduation comprised only 10% of all the recruits between 1920 and 1938. Wages of workers didn't necessarily rise with seniority, and income differentials between junior staff and workers amounted to four times as much in the late forties. When business was slow, old workers with seniority were most often fired. (3) The remaining rate of workers recruited in the late 1920's is estimated to be about 40%, while junior staff was about 70% and senior staff was about 90%. The rate of workers recruited in the late 1930's is presumed to be much lower, but this did not occur in the case of staff employees.

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Horizontal vibrations of elevator cars mainly occur because a car swings as roller guides installed at corners of a car frame move on a winding guide rail at high speeds. Rider comfort in high speed elevators is worsened by these vibrations. Conventional active dampers suppressing horizontal vibrations using ac servo motors make cars heavier so driving power becomes larger, and they are not easily applied to existing elevators. An active damping control method suited to super-high-speed elevators is described which can solve these problems. The method suppresses vibrations by generating only enough magnetic force needed to suppress them only when vibrations of the car frame are produced. The vibrations are detected using acceleration detectors and magnets installed on left and right sides of the car frame. A computer simulator was made to analyze phenomena of car vibrations and to verify effects of the proposed magnetic damping controller. It was found that the vibrations generated on the cabin floor were remarkably large when left and right sides at the upper and lower parts of the car frame were swung by sine waves with the same phase. The vibrations had two resonant modes. Results obtained with the computer simulator and a full scale running simulator showed that the acceleration on the cabin floor, even at the resonant frequencies, could be reduced by the magnetic damping control to around 0.1m/s² which would provide a comfortable ride.

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本研究においては,2つの歴史的企業城下町の中核企業の企業文化,及び企業と地域各主体の関係構造の差異に着目して,近代化産業遺産の保存と活用がどのようになされてきたかを分析し,両地域の保存活用の実践において違いが生じた要因を考察することを目的とする.対象事例は,歴史的な基盤産業と企業による創業地認識の点で代表的な近代化産業遺産の活用地域である岡山県倉敷地域と茨城県日立地域である.前者は前近代の域内商業・地主資本による農村工業化で発展したのに対し、後者の発展は新興財閥が軍需産業と結びついたものであった.戦後,両地域における産業の展開は大きく異なるものとなった一方で,両地域の中核企業は独自の企業文化を背景に,企業博物館を核とした近代化産業遺産の保存と活用を行ってきた.倉敷地域においては,創業家の経営理念と資産管理方針に基づき近代化産業遺産の保存と観光資源としての活用が積極的になされたのに対し,市民や行政の近代化産業遺産への関与は少なかったと判断される.これに対し日立地域においては,1990年代以降の中核企業のリストラクチャリングと,全国的な近代化産業遺産への新たな価値づけを背景に,企業のみならず市民や自治体による保存と活用の動きが活発化してきている.このように,近代化産業遺産の保存と活用には,中核企業の企業文化のみならず,地域産業構造の変動や地域における主体間関係の変化が関わっているのである.

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