JaLCDOI 10.18926/OER/54143
Title Alternative Evolution of the EU’s Regional Policy and European Regional Cooperation
FullText URL oer_047_2_001_051.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 2016-02-23
Volume volume47
Issue issue2
Start Page 1
End Page 51
ISSN 0386-3069
language 日本語
Copyright Holders Copyright © 2016 岡山大学経済学会
File Version publisher
NAID 120005740483
JaLCDOI 10.18926/OER/53187
Title Alternative Evolution of the Production System at FAW Car Co.: A Case of Application and Adaptation of Foreign Production Systems in China
FullText URL oer_046_3_001_025.pdf
Author Han, Liang| Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 2015-03-06
Volume volume46
Issue issue3
Start Page 1
End Page 25
ISSN 0386-3069
language 日本語
Copyright Holders Copyright © 2015 岡山大学経済学会
File Version publisher
NAID 120005567868
JaLCDOI 10.18926/OER/52735
Title Alternative On the Unemployment and the Labor Market Reforms in Spain after Franco Régime
FullText URL oer_046_1_047_068.pdf
Author Hatakeyama, Akinobu| Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 2014-07-04
Volume volume46
Issue issue1
Start Page 47
End Page 68
ISSN 0386-3069
language 日本語
Copyright Holders Copyright © 2014 岡山大学経済学会
File Version publisher
NAID 120005457107
JaLCDOI 10.18926/OER/49031
Title Alternative Kaizen based on the Toyota Production System at the Chinese Carmaker FAW Car
FullText URL oer_044_3_073_091.pdf
Author Han, Liang| Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 2012-12-10
Volume volume44
Issue issue3
Start Page 73
End Page 91
ISSN 0386-3069
language 日本語
Copyright Holders Copyright © 2012 岡山大学経済学会
File Version publisher
NAID 120005053303
JaLCDOI 10.18926/OER/41825
Title Alternative Regulation Modes of the Wage Formation in Japan, 1956-1989 (I)
FullText URL oer_024_4_109_138.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 1993-03-25
Volume volume24
Issue issue4
Start Page 109
End Page 138
ISSN 0386-3069
language 日本語
File Version publisher
NAID 120002709521
JaLCDOI 10.18926/OER/41786
Title Alternative Toyotist Wage Formation: a Case Study
FullText URL oer_025_4_241_263.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 1994-03-10
Volume volume25
Issue issue4
Start Page 241
End Page 263
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000129734
JaLCDOI 10.18926/OER/41758
Title Alternative On the Character of the Accumulation Regime and the Big Crisis in France between the World Wars - A Survey of Debates Concerning the French Regulation School
FullText URL oer_025_3_201_219.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 1994-02-25
Volume volume25
Issue issue3
Start Page 201
End Page 219
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000129702
JaLCDOI 10.18926/OER/41742
Title Alternative Regulation Modes of the Wage Formation in Japan, 1956-1989 (II)
FullText URL oer_025_1-2_191_224.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 1993-05-25
Volume volume25
Issue issue1-2
Start Page 191
End Page 224
ISSN 0386-3069
language 日本語
File Version publisher
NAID 120002709490
JaLCDOI 10.18926/OER/41675
Title Alternative Humanization of Work at Toyota Motor Co. (II)
FullText URL oer_027_2_061_083.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 1995-09-05
Volume volume27
Issue issue2
Start Page 61
End Page 83
ISSN 0386-3069
language 日本語
File Version publisher
NAID 120002709373
JaLCDOI 10.18926/OER/41665
Title Alternative Humanization of Work at Toyota Motor Co. ( I )
FullText URL oer_027_1_001_024.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 1995-06-25
Volume volume27
Issue issue1
Start Page 1
End Page 24
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000129794
JaLCDOI 10.18926/OER/41574
Title Alternative 'We Will Construct Our Assembly Line' (II) : the Case of the Tahara No.1 Plant of Toyota
FullText URL oer_030_4_303_331.pdf
Author Shimizu, Koichi|
Abstract Since the beginning of 1990 s, Toyota has been pursuing a new direction in its human resource management and assembly work. After encountering a labor crisis-labor shortage and high turn over of young workers-during the economic boom provoked by the "financial bubble" toward the end of 1980 s, Toyota's management and Union discussed ways of making the work more attractive. Based on this discussion, the production engineering division developed a new assembly line concept realized firstly at Toyota Kyushu plant (1992), applied also to Toyota's Motomachi No.2 plant (1994), Tahara No.1 plant (1995) and Motomachi No.1 plant (1996). Among these plants, the construction of the assembly line at Tahara No.1 Plant constitutes a unique case in the fact that it was not the production engineering division, but the foremen, supervisors and engineers belonging to the plant who conceived and constructed this new assembly line. Moreover, in order to realize what they considered as their ideal assembly line, they proposed to the product development center an important change of car structure and parts design from the very beginning of product development where the so called "concurrent engineering" has started. The second part of this paper deals with the 'Kaizen' activities in order to realize their "ideal assembly line" after construction. In the concluding section, I emphasize the fact that the 'Kaizen' activities at Toyota are now centered on humanization of work certainly without renouncing efforts towards cost reduction.
Publication Title 岡山大学経済学会雑誌
Published Date 1999-03-10
Volume volume30
Issue issue4
Start Page 303
End Page 331
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000129978
JaLCDOI 10.18926/OER/41550
Title Alternative 'We Will Construct Our Assembly Line' ( I ) : the Case of the Tahara No.1 Plant of Toyota
FullText URL oer_030_3_125_162.pdf
Author Shimizu, Koichi|
Abstract Since the Beginning of 1990 s, Toyota has been pursuing a new direction in its human resource management and assembly work. After encountering a labor crisis-labor shortage and high turn over of young workers-during the economic boom provoked by the "financial bubble" toward the end of 1980 s, Toyota's management and Union discussed ways of making the work more attractive. Based on this discussion, the production eugineering division developed a new kssembly line concept realized firstly at Toyota Kyushu plant (1992), applied also to Toyota's Motomachi No.2 plant (1994), Tahara No.1 plant (1995) and Motomachi No.1 plant (1996). Among these plants, the construcion of the assembly line at Tahara No. 1 plant constitutes a unique case in the fact that it was not the production engineering division, but the foremen, supervisors and engineers belonging to the plant who conceived and constructed this new assembly line. Moreover, in order to realize what they considered as their ideal assembly line, they proposed to the product development center an important change of car structure and parts design from the very beginning of product development where the so called "concurrent engineering" has started. The first part of this paper explains, and thus why and how they conceived and constructed their own assembly line after presenting this assembly line concept and work orgnaization in this plant.
Publication Title 岡山大学経済学会雑誌
Published Date 1999-03-10
Volume volume30
Issue issue3
Start Page 125
End Page 162
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000129951
JaLCDOI 10.18926/OER/41516
FullText URL oer_031_4_153_175.pdf
Author Shimizu, Koichi|
Abstract At the end of the 20th century, the Japanese automobile industry is suffering from the long depression of Japanese economy to such an extent that sorne of Japanese carmakers were not able to survive without cooperating with foreign powerful carmakers. Nissan has been in restructuring under the French managers dispatched by Renault. Suzuki and Isuzu began to reinforce their cooperation with GM, whereas Fuji Heavy Industry (Subaru) and Mitsubishi are searching for their Western partners. It is only Toyota and Honda that seem to be able to compete by themselves on globalized automobile markets. Irony of the history, because until the end of the 1980s all Japanese carmakers were regarded as the most competitive companies of the world by incarnating the 'Lean Production' model whose basic model is the Toyota Production System. This stereotype has to be dismissed, because they have been having neither the same management nor the same strategy. This paper then tries to show the history of Japanese automobile industry from its very beginning to mid-1990 when the majority of carmakers are facing a crisis. In doing so, it presents the specifie characteristics of Toyota by placing it in the historical perspective.
Publication Title 岡山大学経済学会雑誌
Published Date 2000-03-10
Volume volume31
Issue issue4
Start Page 153
End Page 175
ISSN 0386-3069
language 英語
File Version publisher
NAID 110000130033
JaLCDOI 10.18926/OER/40598
Title Alternative Bifurcation and Inertia in the Evolution of the Corporate System (II)
FullText URL oer_034_2_019_036.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 2002-09-10
Volume volume34
Issue issue2
Start Page 19
End Page 36
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000130139
JaLCDOI 10.18926/OER/40593
Title Alternative Bifurcation and Inertia in the Evolution of the Corporate System
FullText URL oer_034_1_001_015.pdf
Author Shimizu, Koichi|
Publication Title 岡山大学経済学会雑誌
Published Date 2002-06-10
Volume volume34
Issue issue1
Start Page 1
End Page 15
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000130121
Author Shimizu, Koichi|
Published Date 2005-03-10
Publication Title 岡山大学経済学会雑誌
Volume volume36
Issue issue4
Content Type Article
JaLCDOI 10.18926/OER/40530
FullText URL oer_036_3_001_025.pdf
Author Shimizu, Koichi|
Abstract One of the widely held opinions about Japanese firms’ high performance suggests that Japanese employees, organized in teams, are making kaizen (continuous improvements) in their own jobs through quality circles or other initiatives such as a suggestion system. But who are these employees? They would have to be blue−collar workers in the Western perception, but the part of their contribution in improving productivity and price cost does not seem exceed 10% of all improvements obtained. Who then brings about the major part of these improvements? Are the kaizen activities carried out without having relation to the company’s profit strategy? If the employees have an objective in their kaizen activities, who provides the objectives? What do these objectives consist of? How are their activities managed? These questions invite us to inquire about a whole management system of kaizen at Toyota Production System, considered as the basic model of “Lean Production”. But Toyota reoriented its organized kaizen activities toward the construction of more humanized production system during 1990s. This paper then shows this reorientation and the new direction by showing the case of Tahara No.1 plant. Through these discussions, I want to emphasize the importance of organized kaizen activities that group leaders, chief leaders and engineers are carrying out, and also the fact that their activities are now centered not only upon productivity increase but also upon the humanization of work.
Publication Title 岡山大学経済学会雑誌
Published Date 2004-12-10
Volume volume36
Issue issue3
Start Page 1
End Page 25
ISSN 0386-3069
Related Url http://www.e.okayama-u.ac.jp/gakkai/
language 英語
File Version publisher
NAID 120002576151
JaLCDOI 10.18926/OER/40519
Title Alternative 35 HoursWork a Week in the French Automobile Industry
FullText URL oer_037_4_013_035.pdf
Author Shimizu, Koichi|
Abstract The legal weekly working hours in France have been reduced to 35 hours from 2000 by the so called "Aubry’s law" of 1998. After the victory of conservatives in the legislative election in 2002, the conservative government is trying to moderate the regulation of overtime work, stipulated by the Aubry's laws of 1998 and of 2002, in order to make it a dead letter. However, the 35 hours work is not only supported by the public, but also positively accepted by big companies. In this paper, I show the real feature of 35 hours work at the company level, based on my interviews with French carmakers, Renault, Peugeot SA, and Toyota Motor Manufacturing France (TMMF), and on their unions−management agreement about the application of 35 hours law of 1998. The main results of this analysis are as follows. Firstly, the negotiations between unions and management for fixing their agreement were the occasion to revise their industrial relations, because the problem of working hours was the central issue influencing entire life of employees, and have served to stabilize their relations. Secondly, the carmakers positively evaluate the 35 hours law, because the law has allowed the flexibility of work organization, by which they can realize considerable economy of scale. Thirdly, they are receiving the government’s financial aide given to the companies, which have applied 35 hours régime and increased their employment. For these last two reasons, the carmakers are able to lower their unit labor cost in spite of the increase in the hourly wage. At the last analysis, they surely profit from the 35 hours law, and have no reason to object to it.
Publication Title 岡山大学経済学会雑誌
Published Date 2006-03-10
Volume volume37
Issue issue4
Start Page 13
End Page 35
ISSN 0386-3069
Related Url http://www.e.okayama-u.ac.jp/gakkai/
language 日本語
File Version publisher
NAID 120002576141
JaLCDOI 10.18926/OER/14932
Title Alternative Laws and Union-Management Relations : Union-Management Agreements and ‘Cadres’ Issue in the French Metal Industry facing the 35-Hour Working Week
FullText URL 40_4_093_114.pdf
Author Shimizu, Koichi|
Abstract In 1998, the French socialist Government stipulated the first law on the 35-hour working week, which fixed the conditions for a company receiving a reduction in social security payments. That is, the company had to conform working hours to the legal 35 hours a week by concluding a union-management agreement. In this paper, we show the strategies of the French Employers’ Association of the Metal Industry (UIMM) facing such a situation by analysing its agreements concluded with unions. The first issue treats the reaction of the UIMM, which aimed to sidestep the impact of the 35 hours law, but had to make a concession facing the critique coming from the socialist Government. Second, we explain what the French ‘cadres’ are, and the UIMM’s strategy to accord a qualification of the cadre to lower hierarchy of managers for assuring sufficient working hours of these people. This is because the 35-hour working week is not applied to the cadres. Third, we show the modifications of the union-management agreement after the right-wing Government amending the working hours laws, stipulated by the left-wing Government. Showing the dynamic relations between laws and union-management agreements, we can explain the dynamics between the law as a rule of the game and the behavior of the players, i.e. the employers’ association and the unions, as well as the importance of the union-management relations in deciding labor conditions even in the France.
Publication Title 岡山大学経済学会雑誌
Published Date 2009-03-10
Volume volume40
Issue issue4
Start Page 93
End Page 114
ISSN 0386-3069
Related Url http://www.e.okayama-u.ac.jp/~shiryou/gakkaishi.htm
language 日本語
Copyright Holders 岡山大学経済学会
File Version publisher
NAID 120002308575
JaLCDOI 10.18926/13313
FullText URL 6_001_002.pdf
Author Shimizu, koichi|
Publication Title 北東アジア経済研究
Published Date 2008
Volume volume6
Issue issue1
Start Page 1
End Page 2
ISSN 1880-8476
language 日本語
File Version publisher
NAID 120002310441