| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| 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 | English |
| 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 | Japanese |
| 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 | Japanese |
| 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 | English |
| 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 | Japanese |
| 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 | Japanese |
| 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 | Japanese |
| File Version | publisher |
| NAID | 120002310441 |
