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the Hybridization of the German production model and the Japanese production model

德国生产模式与日本生产模式的混合

基本信息

批准号：
10630122
负责人：
KAZAMA Nobutaka
金额：
$ 1.34万
依托单位：
MEIJI UNIVERSITY
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (C)
财政年份：
1998
资助国家：
日本
起止时间：
1998 至 2000
项目状态：
已结题

项目摘要

The German production model which developed after the first oil crisis was based on two pillars of flexible technology and skilled workers (Facharbeiter) provided by the German dual system of vocational training. The aim was to develop the "intelligent" flexible production system, which made use of these two strengths and allowed the production of diversified quality products. This intelligent working structure could be characterized by task integration and an up-grading of production work and aimed for the humanization of work and the rising of productive efficiency. But since the issue of the book by Womack et.al., the German car manufactures are now testing or instituting group or team work extensively, following the Japan-oriented "lean production" or "transplant" concepts.Through this study, I have revealed the following points.1) Certainly the German car manufactures have learned the the Japan-oriented "lean production" or "transplant" concepts, have introduced these concepts. However these manufactures have not imitated, but added the original innovation of production, particularly Modular concept and platform strategy and have borne the fruitful result in terms of cost reduction and the improvement of productivity.2) There is under debate in the German auto manufactures about the character and value of group work. This study have identified two types of group work (or team work), i.e. structurally innovative (or self-organized) group work and structurally conservative group (or the "standardized" work group). In l990s. rather for the latter than for the former the sympathy have increased among the manager.This study have examined these trends of rationalization in the German car manufactures in l990s. But this study could not sufficiently examined the trends of rationalization in Japanese car manufactures in 1990s

第一次石油危机后发展起来的德国生产模式是基于德国双重职业培训体系提供的灵活技术和熟练工人（Facharbeiter）两大支柱。目标是开发“智能”灵活的生产系统，利用这两种优势，生产出多样化的高质量产品。这种智能化工作结构以任务一体化和生产工作升级为特征，以工作的人性化和生产效率的提高为目标。但自从沃马克等人的书发行以来。在美国，德国汽车制造商正在广泛测试或建立团队或团队工作，遵循日本导向的“精益生产”或“移植”概念。通过这项研究，我发现了以下几点。1)当然，德国汽车制造商已经学习了日本的“精益生产”或“移植”概念，并引入了这些概念。但这些厂商并没有一味模仿，而是加入了生产的原创性创新，特别是模块化理念和平台战略，在降低成本、提高生产率方面取得了丰硕的成果。在德国汽车制造业中，关于小组工作的性质和价值存在争论。本研究确定了两种类型的小组工作（或团队工作），即结构创新（或自组织）小组工作和结构保守（或“标准化”工作组）。在20世纪90年代，经理们对后者而不是前者的同情有所增加。本研究考察了20世纪90年代德国汽车制造商的这些合理化趋势。但本研究未能充分考察20世纪90年代日本汽车制造业的合理化趋势