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

本研究以现代汽车公司（HMC）为例，旨在研究日本的经营和生产制度在多大程度上被转移到韩国汽车公司。这项研究有四个主要发现。首先，HMC的生产体系是“韩式”的混合生产体系，结合了大规模生产和精益生产的要素。虽然HMC的生产系统正朝着精益生产的方向发展，但它仍处于大规模生产和精益生产系统之间的过渡阶段。其次，HMC的优势在于其管理战略坚定地致力于自主产品开发。从成立之初，HMC就尝试自主研发汽车，建立了以量产模式为基础的自有工厂，并培育零部件供应商。虽然引进了三菱汽车公司（MMC）的技术，但三菱汽车公司的技术转移仅限于产品和硬件技术。它没有采用MMC的整个生产系统，而是寻求通过批量生产来降低生产成本。第三，HMC的成本最小化策略虽然导致了出口的增加，但在发达工业化国家的市场上，HMC的销售和生产效果有限。这也导致了精益生产系统的有限采用，从而限制了HMC适应全球汽车行业重组的能力。管理层和劳工都要对精益生产系统的有限采用负责。从公司高层到车间，管理部门在执行其政策时没有完成。HMC工会反对引进精益生产，并对管理层保持对抗态度。第四，HMC现在面临着改革其目前的韩国版混合生产系统的压力。为了在竞争激烈的汽车市场中生存下来，HMC需要适应全球汽车工业的重组，并将模块化方法等新技术引入其生产系统。资方和工会必须合作解决日益增多的与生产有关的问题。少

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