日本汽车服务专业信息1.docx

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日本汽车服务专业信息1

1日本汽车工业劳动管理和国际竞争

JILPTResearchReportNo.76

1JapaneseAutomotiveIndustry'sLabor-ManagementRelationsand

InternationalCompetitiveness

--FromProduction,ProductionTechnologyandR&DPerspectives--

Summary

Authors

MitsuoIshidaProfessor,FacultyofSocialStudies,DoshishaUniversity

（Chapter1Sections1and4,Chapter5）

AkikoOnoResearcher,JapanInstituteforLabourPolicyandTraining

（Chapter1Sections1,2and3,Appendix）

AtsushiSumiAssistantFellow,JapanInstituteforLabourPolicyand

Training（Chapter4）

YoshinoriTomitaProfessor,FacultyofEconomics,SagaUniversity

（Chapter3Sections1,2,3and4）

NaokiMitaniProfessor,GraduateSchoolofEconomics,KobeUniversity

（Chapter2）

MitsuruYamashitaLecturer,SchoolofBusinessAdministration,MeijiUniversity

（Chapter3Section5）

ResearchPeriod

April2003-March2005

BackgroundandObjectivesofResearch

Thisresearchispartofafive-nationjointstudycalled“Globalisationand

EmploymentRelationsinAutoandBanking（GERAB）”thatwasconductedatthe

initiativeofRussellLansbury,professorattheUniversityofSydney,Australia.

ResearchersfromJapan,Australia,theUnitedStates,GermanyandSouthKorea

participatedintheinternationalcomparisonstudymadebetweenFiscal2003and2005.

InJapan,welookedintotheautomotiveindustry,focusingonitsthreesectors--

production,developmentandproductiontechnology.ResearchtargetsareCompaniesJ1

andJ2whicharetheautomakersrepresentingJapan.

OutlineofResearch

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Inthefirstyear（fiscal2003）,weconductedinterviewsfromheadofficesoflabor

unions.Mainlyoncompanyprofilesandchangesinpersonnelmanagementand

labor-managementrelations,weconductedatotalofsixinterviews--threeinterviews

ateachcompany.

Infiscal2004,weconductedasupplementaryinterviewattheheadofficeofeach

laborunionbeforeatotalof11interviewsatthetwoautomakers'laborunionbranches

forproduction,developmentandproductiontechnologysectorstograsproles,functions,

managementandlabor-managementrelationsateachsector.

Infiscal2005,weimplementedafollow-upsurveythroughatotalofnineinterviews--

twoateachsectorofCompanyJ1andoneateachsectorofCompanyJ2.

OutlineofReport

Thefollowingsummarizessurveyfindingsinthedescriptionof1.WageManagement

（Chapter2）,2.DevelopmentandProductionTechnologySectors（Chapters3and4）and

3.ProductionSector（Chapter5）.

1.WageandPersonnelManagementSystemReforms

Overthepastdecade,Japan'swageandpersonnelmanagementsystemshavegone

throughastormof"performance-related"reforms.Howhaveoldsystemschanged

throughthereforms?

Wespecifychangesinthesesystems'cores--①employeegrades,

②wages（basicwages）and③evaluation--throughthelatestreforms.

（1）EmployeeGrades

A.SimplificationthroughReductioninNumberofGrades

CompanyJ1revised"jobranks"into"rolegrades"andsimplifiedthegradesystemby

reducingthenumberofemployeegradestoathree-to-fiverangefromaseven-to-eight

range.Inasimilarsimplification,CompanyJ2cutthenumberofemployeegradestosix

fromaneffective10.

B.EmergingConceptof"Role"

Thestandardforgradationofemployeesshiftedto"roles"from"jobperformances."

C.PriorityGiventoTrainingofEmployeesatMiddleorLowerLevels

CompanyJ2hasspecificallypositionedthreeemployeegradesformiddleandlower

levelsasthe"developmentstage"inwhich"priorityisgiventocapacitybuilding."

CompanyJ1,thoughfallingshortofmakingtrainingassystematicasCompanyJ2,

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hasnochoicebuttoemphasizeacquisitionof"knowledgeandskills"in"competency

evaluation"forlower"rolegrades."

（2）BasicWages

Thesimplifiedwagesystemdeterminesaframeworkwageaboveacertainlevelfor

eachrolegradeandsetsawagerangeincludingaceiling.Withinthewagerange,a

zone-by-zonewagehikesystemisadoptedtoallowperformanceevaluationratingsto

haveagreaterimpactonwagesthanthelengthofstayinazone.

（3）Evaluation

Inresponsetotheabovechangesinemployeegradeandwagesystems,evaluation

systemshavechangedasdescribedbelow:

-Settingtheevaluationsystembasedon"roles."

-Oneevaluationpillaris"performanceevaluation"tocheckwhetheremployees'

performancesmeettheir"roles."（The"performanceevaluation"atCompanyJ1and

the"roleperformanceevaluation"forthe"developmentstage"atCompanyJ2）

-Anotherevaluationpillaris"competencyevaluation"toutilizeperformancesto

checkwhetheremployeesfilltheir"roles."（The"competencyevaluation"at

CompanyJ1andthe"role-performingactionevaluation"forthe"development

stage"atCompanyJ2）

2.Operations,ManagementandLabor-ManagementRelationsatDevelopmentand

ProductionTechnologySectors

Recentglobalizationhasledtoaracetospeedupandqualitativelyimprovethe

processesfromdevelopmentanddesigningtoproductiontechnologyandproduction.

Majorfindingsregardingthedevelopmentandproductiontechnologysectorsare

summarizedbelow:

（1）DevelopmentSector

A.Operations

Thedevelopmentsector'soperationscoverfromconceptualdevelopmenttostepsjust

beforefactorytestproductionatCompanyJ2andtofactorytestproductionatCompany

J1.

B.Organization

Thesectorisverticallydividedbyautomotivefunctionorpartinto"permanent"

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sectionsconsistingofsubsections.Sectionsincludethosefor"enginedevelopment,"

"autobodydevelopment,""transmissiondevelopment"and"electricalcomponent

development."Inaddition,horizontal"projectteams"existforspecificvehiclesfor

development.Eachpermanentsectionincludesadepartmentdirector,sectionchiefs,

leadersandemployeesinchargeofspecificduties.Ateachhorizontal"projectteam,"

"function-by-functionleaders"（oremployeesinchargeofspecificduties）aresupervised

bya"projectleader."The"projectleader"controlsfunction-by-functionprogressand

totalcosts.Dutiesforthesectormanagerofeachpermanentsectionincludethe

following:

①The"projectleader,"whiletakingtheinitiativeinselectionof"projectteam"

members,mustconsultwiththe"sectormanager"ontheselection.Iftheyare

dividedovertheselection,the"sectormanager"mayprevailagainstthe"project

leader."

②The"projectleader"isresponsibleformanagingprogressoftheoverallproject.But

the"sectormanager"isauthorizedtoflexiblydistributehumanresourcesfor

progressmanagement.

③The"sectormanager"alsomakesdesignplansforongoingprojectsandmanages

theirprogress.

④The"sectormanager"isinvolvedincostcontrol.

⑤The"sectormanager"isalsoresponsiblefordevelopingdesignengineers.

C.Jobs,AttributesandCareersofDevelopmentEngineers

The"scope"and"depth"ofdevelopmentengineers'careersareobservedasfollows.

Thescopeisstrictlylimited.Anautobodyengineermaynothandleanythingotherthan

theautobody.Onlyafewautobodyengineersmayberesponsiblefortheeverypartsof

autobody.Asforthe"depth,"anengineermaybeassignedtodesigningspecificparts

aftersomethreeyears'service.Withinfourtofiveyears'service,anengineermay

experience"specifications,""costs"and"planning”whichrequireexperiencemost.An

engineermaybeinvolvedinprojectsforvarioustypesofvehiclesbeforebecoming"a

function-by-functionleader"aftersome10years'service.

D.GeneralManagement

The"permanentsections"and"projectteams"shareresponsibilitiesasfollows:

①The"projectteams"areresponsibleformediumtolong-termschedules,supportedby

dailymanagementbythe"permanentsections."

②The"permanentsections"aremoreresponsibleforqualitycontrolbeyond

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boundariesbetweenvehicletypes.

③Costcontrolorplanningisexplainedbelow.

E.CostPlanning

Costplanningrepresentsdevelopment-phaseoperationstoachievetargetcostsfor

commercialproductionofvehiclesfordevelopment.

Inaremarkablechangeoverrecentyears,costprojectionshavebeengivengreater

priorityatanearlierstage.Beforespecificvehicledevelopmentprojectsareapproved,

eachsection'smembersrangingfromthechieftoemployeesinchargeofspecificduties

areinvolvedinestimatingfeasiblecostsstrictly.Estimatedcostsforanyapproved

projectmaybemodifiedlittleduringthedevelopmentprocess.

Suchcostplanninghasagreatimpactonlaborattheproductionsector.Cost

planningworkstosetstandardoperationhoursforplants.AtCompanyJ1,thedirect

laborcostamongkeycostsforplanningisgivencompany-wideapprovalinthe

"ApprovalII"phaseofthedevelopmentprocess.

F.ChangesinDevelopmentSectorOperations

Automobiledevelopmentperiodshavebeenshortenedremarkablyoverrecentyears.

Thishasbeenprimarilyattributabletodevelopmentprocesschanges.Thelatest

developmentprocessiscalled"simultaneousengineering."Soonafterconceptual

planningbegins,designingiscommenced.Thisispromptlyfollowedbydesigningof

productionequipment（attheproductiontechnologysector）.

Atechnologicalfactorenablingsuchsimultaneousengineeringhasbeendigitization

ofoperationsassymbolizedbythethree-dimensionalcomputeraideddesignsystem.

Organizationalfactorsincludedistributionofpersonnelandflexiblemanagementto

allowthedevelopmentsector'sdesignprocesstocoincideandcooperatewithdesigning

andfabricationofproductionequipmentattheproductiontechnologysector.Intermsof

humanskills,designersaresupposedtohavebeentrainedtopredictfutureconditions

（i