We reported in the previous report about a three-dimensional simulation method for the vibration of bogie-track system of railways, and showed that the frictional vibrations of torsional mode are generated in the rail on curved track with 160 m radius. We simulated for the case of 84 m radius with same method, and the torsional vibrations are generated in the rear axle of the bogie in this case. Considering that several modes exist for the frictional vibrations of the system, we made a simplified dynamic model to check the stability of the vibration system for the given slip conditions at the tread. The calculation results for bogies and tracks of two types are in accord with the simulation and measured results.

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本稿はケーブルカーを核とする観光鉄道の現況を，主として経営面から概説したものである．路線の類型化，運行面における特徴，コスト構造，行楽地アクセスとしての地位，入込客数との相関を示し，廃止路線の要因分析を試みた．経営は厳しく廃止もみられるが，地域活性化に資し環境適合性の高い観光鉄道を再評価，存続維持を模索する時期にきている．

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厳しい経営状態にある地域鉄道を維持するにあたっては，むやみに運行費用の削減をするのではなく，事業者ごとに路線特性を考慮し，運行費用の適正化を目指すことが必要である．そこで本研究は，平成23年度に運行されていた日本全国の地域鉄道事業者を対象に，運行費用の相違が生じる要因を明らかにすることを目的として，運行費用と路線特性の関連性について分析した．その際，従来から作業量の指標として用いられている鉄道車両の走行距離に加え，時刻表に基づいて算出した鉄道車両の走行時間を新たに分析指標として加えた．
その結果，線路保存費，電路保存費，車両保存費，運転費，運輸費の5費用項目において路線特性と運行費用の関連性について統計的に明らかにし，また鉄道車両の走行時間が運行費用を分析するにあたって有効であることを示した．

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This study examines the regional pattern of lost and closed ski fields in Japan, analyzing closing trend of all developed ski fields including those equipped only with T-bar lifts. Around 750 ski fields were opened between 1950 and 2003 in the whole country. However, nearly 37 percent of them were already closed or completely disappeared. This trend was dominant around 2000, involving owners' changes of lift companies. Most of the lost fields tend to be very small with one or two ski lifts. Whereas there are many lost ski fields previously operated by urban capital around the metropolitan areas, the outer extent areas from there have many lost ski fields by local governments. The increasing difficulty of the management plays an important role for the closing based on the decrease in the number of active skiers, rather than shortage of snow depth. The changing environment of the management has been affected through the changes in locational conditions for ski fields, the diseconomies of fields' agglomeration in an appropriate region, the very short-term of growth period around 1990, and problems in local municipalities（such as deficit budget and amalgamation）．While the number of active skiers continuously decreased in the last 20 years, especially in snowy regions in eastern Japan, there are some signs for recovering market of skiers now. Operating firms of existing ski fields face various tasks for the sustainable development, including measures against the expanding foreign skiers.

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現在，大都市圏の鉄道整備は，社会的に必要であるものであっても，十分に行われない環境にある．その理由として，鉄道整備には膨大な費用を必要とすること，また沿線自治体，既存鉄道事業者等，関係者間の利害調整に大きな労力を要することが挙げられる．本研究では，新しい鉄道整備方策の枠組みとして公設民営による上下分離方策を検討する．上下分離方策では公共的な保有主体が鉄道を整備，保有し，私企業たる輸送主体が市場性を持った輸送サービスを提供することにより，社会的に必要な鉄道サービスが効率的に提供されうる．本研究では，輸送主体の参入方式，及び運賃の決定方式等の上下分離の枠組みについて具体的に検討した．

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Formosa Railway in occupation by Japan (1895) was under the control of military forces and the railway construction plan was based on militarism first of all. From this point of view, Formosa Railway in early stage of Japanese occupation can be said militaristic one.
When the Railway Bureau of the Government-General of Formosa managed Formosa Railway, the militaristic aim of railway was made a large revision. Thus constructed Formosa Railway became not only militaristic line but also industrial one greatly.
In other words, goods transport was most important in Formosa Railway. Goods transport by train putting Formosa economy into a group of Japanese Capitalism, Formosa colonization was completed. On this stage, Taiwan Seito & Co., Ltd. being in a strong position over many companys of sugar industry and Mitsui Bussan, a trading corporation, established the transport route of raw materials and goods. These companys in Formosa under Japanese occupation made the Government-General of Formosa construct the railway and the seaports throughout the whole. After the construction of them, they linked their private lines to Formosa Railway and the seaports, shortened the transport time, increased the safety of transport and saved the transport-cost. As a result of it they got much profit.

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本研究では、スイスRail2000 政策のような駅間所要時間や発車時刻を調整することで利便性を向上させる方針の場合、費用制約下でどの路線をどれだけ改良すれば、全体の利便性を効率よく改善できるかを具体的に計算するシステムを開発した。このシステムはナップサック問題を取り扱うのでGAを用いたが、乗継ぎの良否という局所解の多い問題を扱いながら、期待所要時間という計算量の多い指標を高速演算するために各種の工夫をした。例として分析した九州の鉄道網では、比較的小規模な投資で乗継ぎを含めた総合的な利便性に関して比較的大きな効果を引き出せる可能性があり、今後の幹線鉄道整備の基本策になりうることががわかった。

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The purpose of this paper is to analyze the personnel management of Japanese National Railways (JNR) during the wartime period and clarify the postwar implications of that policy. When the Sino-Japanese War broke out, JNR faced great instability of railroad labor and a concomitant attenuation of skills. In response, JNR reinforced its internal training system and adjusted the disposition of its limited human resources. Through the expansion of incentives including allowances, bonuses and fringe benefits, the decline of real wages was halted. Programs for the ideological reinforcement of laborers' spirit and lifestyle were implemented as well. However, as the war escalated to become the Pacific War, labor supply was further restricted, finally running short, and the quality of labor consequently deteriorated. As a countermeasure, JNR implemented administrative streamlining and established a personnel maintenance committee, focusing human resources allocation within the organization according to importance. Female workers and students were employed as a new source of labor. In particular, to compensate for a marked decline in living standards, chances of promotion were expanded. Railroad operational efficiency was achieved through this personnel management style and in 1943 JNR reached the highest level of productivity since its foundation. Nonetheless, in the face of a transportation crisis and with a mainland battle seeming imminent, JNR could not avoid conversion to a military organization. For this conversion, a new rank of Vice Associate Railroad Officer was established as a temporary measure and more than 100,000 personnel were promoted to this rank and the existing Associate Railroad Officer. At the same time, the lowest rank of employee was abolished. These wartime measures and the military organization of JNR were reformed during the radical postwar reorganization of Japanese National Railways under the Allied occupation of Japan.

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The purpose of this paper is to analyze the wartime transportation control of Japanese National Railways (JNR) and make it clear that the management of JNR reached the limit, as the lack of JNR's management resources and U.S. Air Force's raid became intense.
Since the Sino-Japanese War broke out, JNR had to cope with the sharply increased transportation demand caused by the industrial development as well as the military operation. In addition to the demand increase, JNR was always requested to supervise and support other companies, especially colonial railways as not only a transportation enterprise but also a regulatory agency to transportation companies. However, JNR was not a passive existence but the one to secure human and physical resources aggressively to some degree in case of negotiations with other ministries as one of the government ministries. As far as the railroad operation was possible, the profit seeking was a subsidiary matter. The persistent cooperation of JNR with Japanese Government and Army was shown by maximum transportation capacity even when JNR had insufficient management resources. Especially, after the breakout of WWII, Japanese wartime economic management could be difficult without the land transportation of JNR which substituted for marine transportation. Nonetheless, JNR resisted Japanese Army's intention to seize the railroad management right, which led to the dissatisfaction of the Army until the end of war.
As a result, an efficient railroad operation system was accomplished according to the evolution of wartime economy and military situation. But, it reached the limit because of the lack of JNR's management resources and U.S. Air Force's raid.

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本報告では、東京圏近郊第三セクター鉄道について、これまでの損益をまとめ、事業計画での輸送人員見込みと実際の輸送人員実績を考察した。これらの第三セクター鉄道の多くでは経常損益の赤字を計上している事業者が多く、その中でも鉄道事業営業損益が赤字となっていることが明らかとなった。これは、実際の輸送人員実績が計画策定時の輸送人員見込みよりも下回っているためと考えられ、より厳しい試算に基づいた整備計画を策定する必要があった。

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