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In the My Parts Production System, the cells\n(called “kumi” at Toyota) organized by product groups were self-contained,\nself-managed, and were delegated many authorities and responsibilities\nsuch as budget control and quality assurance.\nThis paper is based on hearing survey to a manager of Toyotaʼs\ndevelopment and prototyping factory in the 1980s, as well as a sales\nrepresentative of Yamaha Motor Co. Ltd, (the following referred to as\n“Yamahatsu”).\nIn order to solve the delay in delivery, which was an important issue for\nToyotaʼs development prototyping factory, the factory aimed to integrate\nprocesses within cells and direct communication as much as possible under\nthe principle of “delivery first”. Efforts to direct communication way also\nextended to outsourced companies. As a case study with the outsourced\ncompany, we analyzed Toyotaʼs secondary subcontractors in a previous\npaper. In this paper we examine how integrated around My Parts\nProduction System and how it has impacted the outsourced company in\nthe case of a large corporation similar to Toyota.\nThe Yamahatsu sales representative agreed with Toyotaʼs philosophy of\nmy parts outsourcing, but conflicts arose within Yamahatsu. Unlike\nToyotaʼs constant orders to other subcontractors, these orders were placed\non need-to-know? basis for both companies. Although it was difficult for\nYamahatsu to meet Toyotaʼs orders, because Yamahatsu was not a smalllot production company, efforts were made to meet delivery dates\nrequested by Toyota. Toyotaʼs removal of the acceptance inspection\nincreased the cost of inspection for Yamahatsu, but it was understood to be\nthe proper manufacturing process that led to an understanding of the\ncustomerʼs usage conditions.\nThe Toyota development and prototyping factory introduced a cell\nproduction system called the My Parts Production System, which had a\nconsiderable impact on Yamahatsu. Since Yamahatsu at that time was\noriented toward the division of labor, it did not fully accept the direction of\nintegration of operations such as the cell production system, but it did\nincorporate the techniques of self-management and self-containment by the\nfield workers, such as quality assurance and budget control.\nAs a result, the production volume of prototype parts by Yamahatsu,\nwhich used to be up and down, has been able to maintain a high level. In\naddition, technological exchange with Toyotaʼs development and\nprototyping factory has increased the number of KAIZEN perspectives.\nThe acquisition of knowledge has shifted from “how to do” to “how to\nthink” and was effective for human resource development.\nIn 1978, W. J. Abernathy focused on the trade-off between productivity\nand innovative capacity, based on a case study of the U.S. automobile\nindustry as the “productivity dilemma”, and found that the more productive\nfactory is less innovative to occur. As the pursuit of productivity requires\nto reduce waste of time, potentially reduces the amount of time on trial\nand error. However, the Toyota Production System at Toyotaʼs mass\nproduction factory is said to be generating added value by identifying\nissues in the process of eliminating waste and proceeding KAIZEN. 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トヨタの開発試作工場と外注先との統合化 : 1980年代の大企業外注先との調整
https://stars.repo.nii.ac.jp/records/9284
https://stars.repo.nii.ac.jp/records/92849b2252c7-6e20-4ce2-8fa4-022e2c6df99f
名前 / ファイル | ライセンス | アクション |
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信夫千佳子 (1.2 MB)
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Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||
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公開日 | 2021-01-25 | |||||
タイトル | ||||||
言語 | ja | |||||
タイトル | トヨタの開発試作工場と外注先との統合化 : 1980年代の大企業外注先との調整 | |||||
タイトル | ||||||
言語 | en | |||||
タイトル | A Production Integration of Toyotaʼs Development and Prototyping Factory with an Outsourced Factory : Coordination between Major Corporations in the 1980s | |||||
言語 | ||||||
言語 | jpn | |||||
キーワード | ||||||
主題Scheme | Other | |||||
主題 | セル生産システム | |||||
キーワード | ||||||
主題Scheme | Other | |||||
主題 | トヨタ自動車 | |||||
キーワード | ||||||
主題Scheme | Other | |||||
主題 | ヤマハ発動機 | |||||
キーワード | ||||||
主題Scheme | Other | |||||
主題 | 外注先 | |||||
キーワード | ||||||
主題Scheme | Other | |||||
主題 | 調整 | |||||
資源タイプ | ||||||
資源タイプ識別子 | http://purl.org/coar/resource_type/c_6501 | |||||
資源タイプ | departmental bulletin paper | |||||
著者 |
信夫, 千佳子
× 信夫, 千佳子× SHINOBU, Chikako |
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抄録 | ||||||
内容記述タイプ | Abstract | |||||
内容記述 | In the early 1980s, the development and prototyping factory of Toyota Motor Corporation (referred to as “Toyota” below), an effort was started to restructure a job shop type system to a cell production system called the My Parts Production System. In the My Parts Production System, the cells (called “kumi” at Toyota) organized by product groups were self-contained, self-managed, and were delegated many authorities and responsibilities such as budget control and quality assurance. This paper is based on hearing survey to a manager of Toyotaʼs development and prototyping factory in the 1980s, as well as a sales representative of Yamaha Motor Co. Ltd, (the following referred to as “Yamahatsu”). In order to solve the delay in delivery, which was an important issue for Toyotaʼs development prototyping factory, the factory aimed to integrate processes within cells and direct communication as much as possible under the principle of “delivery first”. Efforts to direct communication way also extended to outsourced companies. As a case study with the outsourced company, we analyzed Toyotaʼs secondary subcontractors in a previous paper. In this paper we examine how integrated around My Parts Production System and how it has impacted the outsourced company in the case of a large corporation similar to Toyota. The Yamahatsu sales representative agreed with Toyotaʼs philosophy of my parts outsourcing, but conflicts arose within Yamahatsu. Unlike Toyotaʼs constant orders to other subcontractors, these orders were placed on need-to-know? basis for both companies. Although it was difficult for Yamahatsu to meet Toyotaʼs orders, because Yamahatsu was not a smalllot production company, efforts were made to meet delivery dates requested by Toyota. Toyotaʼs removal of the acceptance inspection increased the cost of inspection for Yamahatsu, but it was understood to be the proper manufacturing process that led to an understanding of the customerʼs usage conditions. The Toyota development and prototyping factory introduced a cell production system called the My Parts Production System, which had a considerable impact on Yamahatsu. Since Yamahatsu at that time was oriented toward the division of labor, it did not fully accept the direction of integration of operations such as the cell production system, but it did incorporate the techniques of self-management and self-containment by the field workers, such as quality assurance and budget control. As a result, the production volume of prototype parts by Yamahatsu, which used to be up and down, has been able to maintain a high level. In addition, technological exchange with Toyotaʼs development and prototyping factory has increased the number of KAIZEN perspectives. The acquisition of knowledge has shifted from “how to do” to “how to think” and was effective for human resource development. In 1978, W. J. Abernathy focused on the trade-off between productivity and innovative capacity, based on a case study of the U.S. automobile industry as the “productivity dilemma”, and found that the more productive factory is less innovative to occur. As the pursuit of productivity requires to reduce waste of time, potentially reduces the amount of time on trial and error. However, the Toyota Production System at Toyotaʼs mass production factory is said to be generating added value by identifying issues in the process of eliminating waste and proceeding KAIZEN. In addition, in the construction of the My Parts Production System at Toyotaʼs development and prototyping factory, the company successfully implemented process innovations such as the cell production system and organizational restructuring with the goal to pursuing “delivery time first”. The case of Toyota is a paradox against the “productivity dilemma”. |
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書誌情報 |
ja : 桃山学院大学経済経営論集 en : ST.ANDREW'S UNIVERSITY ECONOMIC AND BUSINESS REVIEW 巻 62, 号 3, p. 129-156, 発行日 2021-01-18 |
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出版者 | ||||||
出版者 | 桃山学院大学総合研究所 | |||||
ISSN | ||||||
収録物識別子タイプ | ISSN | |||||
収録物識別子 | 02869721 | |||||
書誌レコードID | ||||||
収録物識別子タイプ | NCID | |||||
収録物識別子 | AN00240555 | |||||
著者版フラグ | ||||||
出版タイプ | VoR | |||||
出版タイプResource | http://purl.org/coar/version/c_970fb48d4fbd8a85 |