Mother Factory vs. Model Factory: Comparative Study of International Knowledge Transfer
Mother Factory vs. Model Factory: Comparative Study of International Knowledge Transfer
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母工厂与样板工厂：国际知识转移的比较研究
DOI：
10.7880/abas.0160831a
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发表时间：
2016
影响因子：
--
通讯作者：
Y. Suh
中科院分区：
文献类型：
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作者：
Y. Suh
母厂制被认为是将日本的先进生产系统转移到海外的一种组织能力(Yamaguchi，2006)。丰田汽车公司(丰田)就是这一系统的一个很好的例子，尽管最近该系统的功能正在显示出各种变化。相反，最近也有现代汽车公司(Hyundai Motor Company)等韩国公司不使用母厂系统的例子。相反，他们使用不同的系统进行知识转移(Jo，2016；Suh，2012a)。本文将其称为“模范工厂系统”。本研究的主要目的是比较母厂制和模厂制，并找出它们之间的差异。为此，本文比较了丰田和现代的知识转移案例，因为这两家公司分别在使用母厂制和样板厂制方面具有代表性。在比较这些公司的分析时，每个公司在母国拥有的生产系统被视为知识。本文讨论了以往关于生产系统转移的研究。在知识转移理论的基础上，建立了知识转移的分析框架。以丰田和现代为例，对母厂制和模型厂制进行了比较，找出了它们之间的差异。此外，使用相同的框架解释了母工厂系统的变化。转移生产系统跨国公司(MNC)在其母国具有公司特有的优势。跨国公司被认为通过转移其优势来获得海外竞争力(Dunning，1979；Hmer，1976)。特别是在日本，日本公司独特的管理和生产体系被视为优势。这些系统是如何转移到海外的被广泛讨论(Abo，Iagaki，Kamiyama，Kawamura，&Kumon，1991；Liker，Fruin，&Adler，1999；Yamaguchi，2006)。日本生产系统因其高性能和高生产率而被研究(Fukuzawa，2015；Mukai，2015)，母厂制被用于向海外转移生产系统(Nakayama，2003；Oki，2011,2015,2016；Yamaguchi，2006)。Nakayama(2003)将母厂制(或称母厂制)定义为一种技术支持方法。母厂的工程师或工人被派往海外制造子公司。它们支持制造业的技术方面，包括车间管理。Yamaguchi(2006)将母工厂解释为一种系统，将隐性知识从国内工厂转移到外国工厂，而不将其编纂成法典。当母厂的人员被送到海外工厂，或者当海外工厂的工人或管理人员被送到母厂接受培训时，这种关于母厂大规模生产的默示知识的转移就会发生。此外，母工厂与当前的组织惯例相协调，使其能够与海外工厂环境相匹配，并得到有效利用。Oki(2011)重点研究了母工厂与海外工厂竞争的现象及其对提高母工厂竞争力的影响。在这方面，母厂在提高国内外工厂生产率的过程中发挥着指导作用。此外，即使在母厂在母国没有大规模生产功能，它也可以支持海外生产(Oki，2015)。相比之下，Suh(2012a)分析了韩国现代汽车公司及其中国制造子公司的海外工厂的案例，发现存在一种将生产系统转移到不同于母厂系统的海外工厂的方法。该系统的目的是将韩国独特的生产系统转移到海外(Jo，2016)。…
IntroductionThe mother factory system is considered to be an organizational capability for transferring Japan's superior production systems overseas (Yamaguchi, 2006). Toyota Motor Corporation (Toyota) is one good example of this system although recently the functions of the system are exhibiting various changes. Conversely, there have been recent examples of Korean companies such as Hyundai Motor Company (Hyundai) that do not use the mother factory system. Rather, they use a different system for knowledge transfer (Jo, 2016; Suh, 2012a). This paper terms this the "model factory system." The main purpose of this study is to compare the mother factory system and the model factory system, as well as to identify their differences. To do so, this paper compares cases of knowledge transfer by Toyota and Hyundai because these two companies are representative in their use of the mother factory system and the model factory system, respectively. When comparing these companies in this analysis, production systems that each company has in the home country are regarded as knowledge.This paper discusses previous research regarding the transfer of production systems. An analytical framework is derived on the basis of knowledge transfer theory. Using the cases of Toyota and Hyundai, the mother factory system and the model factory system are compared, and their differences are identified. Further, changes to the mother factory system are explained using this same framework.Transferring the Production SystemMultinational corporations (MNCs) have firm-specific advantages in their home countries. MNCs are believed to gain competitiveness overseas by transferring their advantages (Dunning, 1979; Hymer, 1976). Particularly in Japan, the unique management and production systems of Japanese companies are regarded as advantages. How those systems are transferred overseas is broadly discussed (Abo, Itagaki, Kamiyama, Kawamura, & Kumon, 1991; Liker, Fruin, & Adler, 1999; Yamaguchi, 2006). The Japanese production system has been researched for its high performance and productivity (Fukuzawa, 2015; Mukai, 2015), and the mother factory system has been used to transfer production systems overseas (Nakayama, 2003; Oki, 2011, 2015, 2016; Yamaguchi, 2006).Nakayama (2003) defines the mother factory system (or mother plant system) as a technical support method. Engineers or workers of the mother factory in the home country are sent to overseas manufacturing subsidiaries. They support the technical aspects of manufacturing, including shop floor management.Yamaguchi (2006) interpreted the mother factory as a system of transferring tacit knowledge from a domestic factory to foreign factory without codifying them. This transfer of tacit knowledge regarding mass production at the mother factory occurs when personnel from the mother factory are sent to overseas factories or when overseas factory workers or managers are sent to the mother factory in the home country for training. In addition, the mother factory coordinates with current organizational routines so that they can be matched to overseas factory environments and are employed effectively.Oki (2011) focused on the phenomenon of the mother factory competing with overseas factories and its effect on the improvement of competitiveness of the mother factory. Here as well, the mother factory plays a guiding role in the process of improving the productivity of both domestic and overseas factories. In addition, even in a mother factory that does not have a mass-producing function in the home country, it could support overseas production (Oki, 2015).In contrast, Suh (2012a) analyzed the case of the overseas factory in Hyundai Motor Company of Korea and its Chinese manufacturing subsidiary and identified the existence of a method of transferring production systems to the overseas factory that is different from the mother factory system. The purpose of this system is to transfer Korea's unique production systems overseas (Jo, 2016). …
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影响因子：
--
作者：
Y;Oyama;E;Manalo & Y;Nakatani;MUKAI,Y.
通讯作者：
MUKAI,Y.