トヨタ生産方式と改善 : 能力形成と「参画」の過程
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概要
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This paper analyzes the process of developing skill and participation in task management for Kaizen on Toyota production system, by means of analyzing interviews for Toyota workers and statistical data of them. The outcomes of this analysis can be summarized as follows. (1) In conclusion of analyzing the rate of Toyota employees employed each year awarded by Toyota's Soui-Kuhu institution in 1973, we found Kaizen skill of Toyota employees develop in parallel with terms which they have been working in Toyota. (2) Analyzing interviews for Toyota workers, their main workers for Kaizen are developing firm-specific skill and job-specific skill enclosed by the corporation through long-term employment. Those types of skills are developed by accumulating experiences to adjust various intentions between sections, participate in making working system and method, convert tacit knowledge into articulable knowledge, on the ground of personnel rotation and job enlargement for a long term. And in the process, employees of Toyota are selected by merit system in the internal labor market. Toyota employees are prompted to commit to Kaizen by incentives; desire for admission or self-actualization through Genba-shugi, participation system, empowerment, as there are certain constraints such as peer pressure. And their desires for admission are shaped in the premise of workplace community based on long-term employment. Skill for Kaizen of Toyota employees are progressed by internal skill-development system based on long-term employment system, labor forces mostly constituted of temporary employees, merit system, flexible division of work to enable personnel rotation, personnel transfer, Genba-shugi, 'cooperative'industrial relationships on the premise of participation system. On the other hand, in the case of Ford Motor, it couldn't have been realizing above way of Toyota, because short-term employment custom and inflexible division of work restrained developing Kaizen skill of employees, hostile industrial relationship prevented shaping community of workplace. As the result, Ford had discontinued Suggestion System. In consequence, we might have to revalue the long-term employment policy like Toyota.
- 日本経営学会の論文
- 2006-12-25
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