わが国主要自動車メーカーの製品能力 : リコールデータの分析を通じて

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This is the third article on recall-related costs or problems in the automobile industry in Japan. The author studied the number of recalls and defective points for the past 11 years and then constructed a "Recall Matrix". The reader can see the status quo of recalls, which have been carried out by Japanese auto-manufacturers. Recall problems have received little attention from the public so far. But Mitsubishi Motors, one of medium-sized automakers in the industry, brought attention to the matter in July 2000. Surprisingly, the company continued to hide what should have been reported to the Ministry of Land, Infrastructure and Transport for 30 years. However, the case of Mitsubishi is not the main focus of this article but rather the incidence of defects in the industry. In general, the percentage in the industry varies from 13.06% to 16.04% over 11 years. According to table 3, the defect level of each company ranges roughly from 10% to nearly 40%. These odds are similar to those of Russian roulette. The author believes that defects are attributed to the capability of organizational process within the company. All the makers should be required to take measures to enhance their own capability so that defects may vanish from their lines. So, this paper suggests that companies with a high level of defects have weak organizational process and vice versa. In this sense, to enhance the capability of organizational process is a key point for management accounting: According for enhancing the organization. This mindset is essential for strategically competing with rivals these days.
麗澤大学の論文

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長谷川泰隆
麗澤大学

わが国主要自動車メーカーの製品能力 : リコールデータの分析を通じて

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