@article{oai:stars.repo.nii.ac.jp:00009284,
 author = {信夫, 千佳子 and SHINOBU, Chikako},
 issue = {3},
 journal = {桃山学院大学経済経営論集, ST.ANDREW'S UNIVERSITY ECONOMIC AND BUSINESS REVIEW},
 month = {Jan},
 note = {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”.},
 pages = {129--156},
 title = {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},
 volume = {62},
 year = {2021},
 yomi = {シノブ, チカコ}
}