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A Joint Research Project on the Transfer of Japanese-style Production System to Korea : Mainly in the Automobile Industry

日本生产体系向韩国转移的联合研究项目：主要是汽车行业

基本信息

批准号：
11691104
负责人：
KUMON Hiroshi
金额：
$ 2.18万
依托单位：
Hosei University
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (B)
财政年份：
1999
资助国家：
日本
起止时间：
1999 至 2000
项目状态：
已结题

项目摘要

This study aims to examine the extent to which the Japanese-style management and production systems are transferred to Korean auto companies, focusing on the case of Hyundai Motors Company (HMC).The study made four major findings. First, the production system of HMC is a "Korean-style" hybrid system that combines elements of mass and lean production. Although the production system of HMC is developing in the direction of lean production, it is still in the transition stage between mass and lean production systems.Second, the strength of HMC is that its management strategy was strongly committed to autonomous product development. From its foundation, HMC attempted to develop cars on its own, built its own plant based on mass production model, and fostered parts suppliers. Although it introduced technologies from Mitsubishi Motors Company (MMC), the technological transfer from MMC was limited to product and hardware technologies. It did not adopt MMC's whole production system and sought … More to minimize production costs through mass production.Third, although it led to an increase in exports, the cost-minimization strategy of HMC brought about only a limited result in sales and production in markets in advanced industrialized countries. It also resulted in a limited adoption of the lean production system, and thus constrained the capacity of HMC to adapt to the worldwide restructuring of auto industries. Both management and labor were responsible for the limited adoption of the lean production system. Management was not through in implement its policies from the top corporate level to the shop-floor level. The labor union of HMC opposed the introduction of lean production and maintained confrontational attitudes toward management.And fourth, HMC is now under the pressure to reform its current Korean version of hybrid production system. In order to survive in competitive auto markets, HMC needs to adapt to the worldwide restructuring of auto industries and to introduce new technologies such as a modular method1 to its production system. Both, management and the union are required to cooperate in solving mounting production-relate d problems. Less

本研究以现代汽车公司(HMC)为研究对象，考察了日本式的管理和生产体系在多大程度上向韩国汽车企业转移。首先，HMC的生产系统是一个结合了大规模生产和精益生产元素的“韩式”混合系统。虽然HMC的生产系统正朝着精益生产的方向发展，但仍处于大批量生产系统向精益生产系统过渡的阶段。第二，HMC的优势在于其经营战略强烈致力于自主产品开发。从成立之初，HMC就试图自主开发汽车，在大规模生产模式的基础上建立自己的工厂，并培育了零部件供应商。虽然它引进了三菱汽车公司(MMC)的技术，但MMC的技术转让仅限于产品和硬件技术。它没有采用三菱的整个生产系统，而是寻求…第三，虽然HMC的成本最小化战略导致了出口的增加，但它在发达工业化国家的市场上的销售和生产只带来了有限的结果。它还导致精益生产系统的采用受到限制，从而限制了HMC适应全球汽车业重组的能力。精益生产方式的采用受到限制，劳资双方都负有责任。管理层没有彻底执行从最高公司到车间的政策。HMC的工会反对引入精益生产，并对管理保持对抗态度。第四，HMC现在面临着改革其目前韩国版混合生产方式的压力。为了在竞争激烈的汽车市场中生存，HMC需要适应全球汽车行业的重组，并将模块化方法1等新技术引入其生产系统。在解决与生产有关的问题方面，资方和工会都需要合作。较少