{"created":"2023-05-15T13:48:01.121685+00:00","id":9284,"links":{},"metadata":{"_buckets":{"deposit":"8a768f2c-13da-426b-a6a0-7d38aff7f6ef"},"_deposit":{"created_by":13,"id":"9284","owners":[13],"pid":{"revision_id":0,"type":"depid","value":"9284"},"status":"published"},"_oai":{"id":"oai:stars.repo.nii.ac.jp:00009284","sets":["43:52:1839"]},"author_link":["308","222"],"control_number":"9284","item_10002_biblio_info_7":{"attribute_name":"書誌情報","attribute_value_mlt":[{"bibliographicIssueDates":{"bibliographicIssueDate":"2021-01-18","bibliographicIssueDateType":"Issued"},"bibliographicIssueNumber":"3","bibliographicPageEnd":"156","bibliographicPageStart":"129","bibliographicVolumeNumber":"62","bibliographic_titles":[{"bibliographic_title":"桃山学院大学経済経営論集","bibliographic_titleLang":"ja"},{"bibliographic_title":"ST.ANDREW'S UNIVERSITY ECONOMIC AND BUSINESS REVIEW","bibliographic_titleLang":"en"}]}]},"item_10002_description_5":{"attribute_name":"抄録","attribute_value_mlt":[{"subitem_description":"In the early 1980s, the development and prototyping factory of Toyota\nMotor Corporation (referred to as “Toyota” below), an effort was started to\nrestructure a job shop type system to a cell production system called the\nMy Parts Production System. 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. In\naddition, in the construction of the My Parts Production System at\nToyotaʼs development and prototyping factory, the company successfully\nimplemented process innovations such as the cell production system and\norganizational restructuring with the goal to pursuing “delivery time first”.\nThe case of Toyota is a paradox against the “productivity dilemma”.","subitem_description_type":"Abstract"}]},"item_10002_publisher_8":{"attribute_name":"出版者","attribute_value_mlt":[{"subitem_publisher":"桃山学院大学総合研究所"}]},"item_10002_source_id_11":{"attribute_name":"書誌レコードID","attribute_value_mlt":[{"subitem_source_identifier":"AN00240555","subitem_source_identifier_type":"NCID"}]},"item_10002_source_id_9":{"attribute_name":"ISSN","attribute_value_mlt":[{"subitem_source_identifier":"02869721","subitem_source_identifier_type":"ISSN"}]},"item_10002_version_type_20":{"attribute_name":"著者版フラグ","attribute_value_mlt":[{"subitem_version_resource":"http://purl.org/coar/version/c_970fb48d4fbd8a85","subitem_version_type":"VoR"}]},"item_creator":{"attribute_name":"著者","attribute_type":"creator","attribute_value_mlt":[{"creatorNames":[{"creatorName":"信夫, 千佳子","creatorNameLang":"ja"},{"creatorName":"シノブ, チカコ","creatorNameLang":"ja-Kana"}],"nameIdentifiers":[{"nameIdentifier":"308","nameIdentifierScheme":"WEKO"}]},{"creatorNames":[{"creatorName":"SHINOBU, Chikako","creatorNameLang":"en"}],"nameIdentifiers":[{"nameIdentifier":"222","nameIdentifierScheme":"WEKO"}]}]},"item_files":{"attribute_name":"ファイル情報","attribute_type":"file","attribute_value_mlt":[{"accessrole":"open_date","date":[{"dateType":"Available","dateValue":"2021-01-25"}],"displaytype":"detail","filename":"P129_信夫千佳子.pdf","filesize":[{"value":"1.2 MB"}],"format":"application/pdf","licensetype":"license_note","mimetype":"application/pdf","url":{"label":"信夫千佳子","url":"https://stars.repo.nii.ac.jp/record/9284/files/P129_信夫千佳子.pdf"},"version_id":"825d4714-c54b-44d2-a63d-ee251011c914"}]},"item_keyword":{"attribute_name":"キーワード","attribute_value_mlt":[{"subitem_subject":"セル生産システム","subitem_subject_scheme":"Other"},{"subitem_subject":"トヨタ自動車","subitem_subject_scheme":"Other"},{"subitem_subject":"ヤマハ発動機","subitem_subject_scheme":"Other"},{"subitem_subject":"外注先","subitem_subject_scheme":"Other"},{"subitem_subject":"調整","subitem_subject_scheme":"Other"}]},"item_language":{"attribute_name":"言語","attribute_value_mlt":[{"subitem_language":"jpn"}]},"item_resource_type":{"attribute_name":"資源タイプ","attribute_value_mlt":[{"resourcetype":"departmental bulletin paper","resourceuri":"http://purl.org/coar/resource_type/c_6501"}]},"item_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","item_titles":{"attribute_name":"タイトル","attribute_value_mlt":[{"subitem_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","subitem_title_language":"ja"},{"subitem_title":"A Production Integration of Toyotaʼs Development and Prototyping Factory with an Outsourced Factory : Coordination between Major Corporations in the 1980s","subitem_title_language":"en"}]},"item_type_id":"10002","owner":"13","path":["1839"],"pubdate":{"attribute_name":"公開日","attribute_value":"2021-01-25"},"publish_date":"2021-01-25","publish_status":"0","recid":"9284","relation_version_is_last":true,"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"],"weko_creator_id":"13","weko_shared_id":-1},"updated":"2023-06-19T04:09:57.928795+00:00"}