中小金属・機械工業における生産工程マイクロエレクトロニクス化の企業経営に及ぼす影響(マイクロエレクトロニクス化と中小企業,総合研究)

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The main points of the results obtained from an analysis of the "Survey on Present Situation and Effect of the Introduction of Micro-electronics" carried out in 1986 are given below. However, this summary of the results of analysis is only part of the whole, and the discussion has been limited to the "Effect on Company Management". (1) 54.4% of the companies have introduced micro-electronics equipment. A higher rate of introduction was observed in the groups of processing industries centered around machining such as cutting and pressing. (2) Of the micro-electronics equipment introduced, the highest rate was numerical control machine tools (so-called "NC machine tools") (37.2%), and machining centers (so-called "MC") (18.2%). If the rate of introduction of micro-electronics in owned machines is considered on a stock base, it accounts for 9.3%. (3) Of the total amount of production and machining, that using mainly micro-electronics processing was as follows: less than 10% (19.5%); 10-less than 20%, and 30-less than 40% (both 17.1%), and 20-less than 30% (11.4%), which means that in half of the companies, it accounts for less than 30% of total production and machining. (4) The major aims of introducing micro-electronics equipment were as follows: for improved productivity (56.1%), to ensure stable quality and precision (37.4%), and to enhance quality and precision (35.8%). (5) The introduction of micro-electronics equipment in small and medium-sized manufacturing companies was not necessarily the result of a direct request by the company placing orders (parent company), but as many as 58.5% of the companies who introduced micro-electronics equipment felt work would decrease unless they did so. Therefore, the reason for promoting the introduction of micro-electronics equipment obviously lies in the subcontracting relationship. Now let us consider what kind of effect the introduction of micro-electronics equipment in the production processes as quantified above has on the company management in small and medium-sized manufacturing companies. The findings are as follows: (1) Although there is a strong hypothesis that the introduction of micro-electronics equipment in the production processes enhances the competitiveness of small and medium-sized manufacturing companies, and greatly contributes to the growth of the company, the conclusions from the 1986 survey by Nihon University negate such a hypothesis. In other words, increases in value shipments or number of employees in the growth companies had almost nothing to do with the introduction of micro-electronics equipment. Therefore the propulsive force towards growth of companies is considered to lie outside the in technological innovation in the production process. (2) It is rather that the introduction of micro-electronics equipment is most rational as a selection for management in those companies that need to expand production facilities in order to increase supply. However, the degree to which micro-electronics equipment is introduced in the production process of companies is dictated by the technical nature of the production process. (3) This technical nature of the introduction of micro-electronics equipment is a factor that allows companies to realize growth without micro-electronics equipment in those areas of industry where it is unsuited to the production process. This is the first reason why company growth and the introduction of micro-electronics equipment are not so closely connected. (4) However, in the fields of industry where the introduction of micro-electronics equipment is technically practicable, the competitive environment is such that unless micro-electronics equipment is introduced the work will decrease. Therefore, even companies with no prospect of increasing orders promote the introduction of micro-electronics, and since the micro-electronics equipment is not used to full capacity, the new technology cannot be integrated. This is the second reason why company growth and introduction of micro-electronics is not closely connected. (5) The third reason is that as soon as the introduction of micro-electronics equipment becomes prevalent in a certain area of industry, competitive advantage resulting from introducing the equipment in that production process is lost, so that even though micro-electronics equipment has been introduced, it does not necessarily result in growth of the company. (6) For these reasons the introduction of micro-electronics equipment does not necessarily bring improved profitability. Yet in reality, a high level of introduction of micro-electronics has been promoted as the 1986 survey by Nihon University shows. This suggests that the introduction of micro-electronics has been encouraged through the relationship with the parent company, particularly when one takes into account that many small and medium-sized manufacturing companies are engaged in production on a subcontracting basis. (7) In finding the factor for the introduction of micro-electronics in the subcontractor relationship, it is worth noting that the major answers to the 1986 survey by Nihon University on the "aims of introducing micro-electronics equipment" were: for improved productivity (56.1%), to ensure stable quality and precision (37.4%), and to enhance quality and precision (35.8%). In other words, whether or not there is a direct request from the parent company, since the subcontractor's production line actually forms part of the parent company's production line, if the parent company's production line is to run smoothly, the products made by the subcontractor have to be strictly uniform with a high level of quality and precision. Therefore, the total introduction of micro-electronics equipment in subcontractor relationships becomes necessary, and each subcontractor has to introduce micro-electronics in its production processes. (8) For the above reasons, the introduction of micro-electronics equipment in the production process becomes a sine qua non for the existence of small and medium-sized manufacturing companies. (9) However, even with the introduction of micro-electronics equipment in the production process, it does not necessarily improve stability of quality and precision, or improve productivity, or of course, produce favorable results from the profit aspect, or company growth. In order for the introduction of micro-electronics equipment in the production process to have a positive effect on the management of small and medium-sized companies, it must be used as a technological support to a flexible production system in small and medium-sized manufacturing companies which have to respond flexibly to changes in market conditions.
日本大学の論文
1987-03-20

中小金属・機械工業における生産工程マイクロエレクトロニクス化の企業経営に及ぼす影響(マイクロエレクトロニクス化と中小企業,総合研究)

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