Yokohama
Where in
Japan?
Yokohama in Kanagawa Pref.
★
YNU YNU
Faculties and Graduate Schools
Faculties (Undergraduate Programs) Faculty of Education and Human Sciences Faculty of Economics
Faculty of Business Administration School of Engineering
Graduate Schools
Graduate School of Education
International Graduate School of Social Sciences Graduate School of Engineering
Graduate School of Environment and Information
Sciences
International comparison Study on
Manufacturing Companies
Part of the larger program sponsored by Japanese
government
Around half million USD until March 2007
One of twelve projects to make our doctoral program
more attractive
Collaboration with business and administrative organizations International collaboration
International field research
Organization of the Project
Yoshiki Matsui: Professor of Operations Management,
interested in empirical research on OM, JIT, SCM, TOM, and ERP
Torii Akio: Professor of Industrial Economics, interested
in industrial organization and regulation
Seiji Manabe: Associate Professor of Technology
Management, interested in new product development
Kozo Kiyota: Associate Professor of International
Economics, interested in empirical research on global companies and international trade
Organization of the Project
Takeshi Yamamoto: Just completed ph.D program, interested in
empirical research on corporate finance
Anh Chi Phan: 1st yr ph.D student from Viet Nam, interested in
quality management and performance measurement
Tomohiro Takamatsui: Just completed MBA program, going to
business, interested in new product development project
Cheng-Chieh Lei 磊正傑: 1styr MBA student from Taiwan,
interested in SCM
New Comers: One doctoral student from Joardan (JIT), one MBA
student from China (green SCM), and one Japanese MBA student (queue)
An Empirical Research of Operations
Management:
The High Performance Manufacturing
Project
Yoshiki Matsui
Yokohama National University
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Objective of HPM Project
To comparatively analyze
the requirements for
competitive manufacturing
and
the linkages
among various decisions, systems and practices
in
operations function, based on the data collected
from manufacturing companies through
questionnaires and the relevant measurement
scales.
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Examples of Questions
1. Is there any difference in operations strategies, systems, and practices among different industries, different types of companies, or different countries?
2. What requirements should be satisfied for the development of particular operations practice or system?
3. Does some particular practice contribute to the improvement of other practices, systems, or strategies and high competitive performance?
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Analytical Framework of HPM
Competitive Performance
Quality Management
JIT Production Systems
Information Systems
Organization
Human Resource Management
Technology Development
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Outline of the 2
ndRound Survey
Years: 90’s
Regions: Japan, US, UK, Germany, and Italy
Industries: machinery, electrical & electronics, and
automobile
Respondents: 26 for each plant
plant manager, plant superintendent, plant research coordinator, plant accountant, human resource manager, inventory/purchasing manager, information systems manager, production control
manager, process engineer, quality manager, supervisors and direct labor
Question items: 2544 items, qualitative and quantitative environment, major products, organization, human resource, TQM, information systems, JIT, manufacturing strategy, technology development, improvement, and performance
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Sample Size
Total Number of Plants
JAPAN
46
US
30
UK
21
GERMANY
33
ITALY
34
Sum
164
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BTW, What is the 1st Round?
Preliminary Survey Years: 80’s
Regions: US only
Industries: machinery, electrical & electronics, and
automobile
Respondents: many people in the plant from plant
manager to direct labor
Question items: Both qualitative and quantitative
environment, major products, organization, human resource, TQM, information systems, JIT, manufacturing strategy, technology development, improvement, and performance
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Data Collection in Japan
z 46 Japanese plants are included from machinery, electrical & electronics, and automobile industries.
z 32 world class plants and 14 randomly sampled plants
z Usually we visited each company three times: Meet an executive to explain about the aim of this survey and ask him/her to cooperate
Receive responses and take a plant tour
Feed back the results to the company and discuss with managers and executives
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The Airport Book (?)
Roger G. Schroeder, and Barbara B. Flynn
(eds.)
High Performance Manufacturing: Global
Perspectives
New York, NY: John Wiley & Sons, 2001
We are conducting the third
round data collection, and
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Outline of the 3
rdRound Survey
Years: Started in 2003 in North Europe.
Regions: Covers most industrial areas on the globe; Asia
(Japan, and South Korea), North America (US, and
Canada), and Europe (UK, Germany, Austria, Italy, Spain, Finland, Sweden, Norway, Denmark, and Switzerland)
Industries: machinery, electrical & electronics, and
automobile
Respondents: 19 for each plant
plant manager, plant superintendent, plant accounting manager, human resources manager, inventory manager, information systems manager, production control manager, process engineer, quality manager, member of product development team,
supervisors, and direct labor
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Question Items for the 3
rdRound
Question items are quantitative and qualitative
Environment: Complexity of the Environment, Market Information, Plant
Description, Plant Focus, and Unions
Supply Chain: Coordination of plant activities, stability of demand, Supplier Lead Time, Supply Chain Planning, Trust-Based Relationship with Suppliers, Supply
Chain Characteristics, Other supply Chain Scales and Items
Human resources: Centralization of Authority, Commitment, cooperation, Coordination of Decision Making, Employee Suggestions – Implementation and Feedback, Fact-Based Management, Flatness of Organization Structure, Human Goodness, Management Breadth of Experience, Multi-Functional Employees, Recruiting and Selection, Rewards/Manufacturing Coordination, Shop Floor Contact, Small Group Problem Solving, Supervisory Interaction Facilitation, Task-Related Training for Employees, Compensation, Rewards and Incentives, Employee
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Question Items for the 3
rdRound
Improvement: Improvement Initiatives
Information Systems/Information Techmology: Application Areas, E-Business, E-Procurement, E-Sales, Expenses, Level of Customization, Product Configurator, Structure of Information
JIT and Theory of Constraints: Daily Schedule
Adherence, Equipment Layout, Just-in-Time Delivery by Suppliers, Just-in-Time Link with Customers, Kanban, Repetitive Nature of Master Schedule, Setup Time
Reduction, Small Lot Sizes, Synchronization of Operations, Theory of Constraints, TOC, Fixed Production Schedule
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Question Items for the 3
rdRound
Manufacturing Strategy: Achievement of Functional
Integration, Anticipation of New Technologies, Communication of Manufacturing Strategy, Competitive Intensity of Industry,
Formal Strategic Planning, Integration Between Functions, Leadership for Functional Integration, Long-Range Orientation, Long-Range Values, Manufacturing as a Competitive Resource, Manufacturing-Business Strategy Linkage, Organizational Coordination of Functional Integration, Proprietary Equipment, Unique Practices, Benchmarking, Distinctive Competence, Manufacturing and Marketing Goals, Porter’s Competitive Strategy, Strategic Orientation of Organization
Performance: Accounting Data, Competitive Performance, Cost
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Question Items for the 3
rdRound
Quality: Cleanliness and Organization, Continuous Improvement and Learning, Customer Focus, Customer Involvement, Customer Satisfaction, Feedback, Organization-Wide Approach, Prevention, Process Control, Process Emphasis, Supplier Partnership, Supplier Quality Improvement, Top
Management Leadership for Quality, TQM Link with Customers,
Customer Satisfaction Assessment, Dimensions of Quality, Problem-Solving Teams, Supplier Quality Level
Total Productive Maintenance: Autonomous Maintenance, Preventive Maintenance, Maintenance Support, Team-Based Maintenance, Maintenance
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Question Items for the 3
rdRound
Technology: Effective Process Implementation, Environmental Turbulence, Interfunctional Design Efforts, Mass Customization, Modularization of Products, New Product Introduction Cooperation, Sourcing Approaches for Mass Customization, Automation Level, New Product Development Speed, Product Change, Willingness to Introduce New Products
New Product Development: Customer Involvement,
Organizational Consensus for New Product Concept, Manufacturing Involvement in New Product Development, Product Design
Simplicity, Project Complexity, Project Priority, Team Rewards, Team Spirit, Supplier Involvement, Design Process, Market, Organization, Performance, Product Description, Product Success, Resources, Tools and Technologies, Uncertainty
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Requirements for Data
Collection Status
Collect data from more than 30 plants in total More than 10 plants from each of three industries More than five HPM or WCM plants from each industry Each plant has more than 200 employees
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Current Status
North Europe: Data collection was finished in 2003. Japan: data from 35 manufacturing companies have
been collected. One presentation made at DSI 2005.
USA including Canada: Data collection from around 30
companies has just completed.
Germany and Austria: Data collection from around 40
companies has just completed.
Italy: Translation might be finished. Spain: No information
Korea: Data collection from around 30 companies has
just completed.
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Who Participate in HPM Project?
Roger Schroeder, University of Minnesota
Barbara Flynn, Wake Forest University
E. James Flynn, Wake Forest University
Kimberly Bates, Trent University, Canada
Debasish Mallick, University of Minnesota
Kate McKone, Bobson College
Rachna Shah, University of Minnesota
Sohel Ahmad, Saint Cloud University
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Who Participate in HPM Project?
Chris Voss, London Business School, England Kate Blackmon, Oxford University, England Peter Milling, Mannheim University, Germany Frank Maier, International University, Germany Jörn-Henrik Thun, Mannheim University
Andreas Hammer, International University Toshi Sattler, University of Mannheim Roberto Filippini, Universita’ di Padova, Italy Cipriano Forza, Universita’ di Padova
Andrea Vinelli, Universita’ di Padova Alberto Detoni, Universita’ di Udina, Italy
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Who Participate in HPM Project?
Michiya Morita, Gakushuin University, Japan Yoshiki Matsui, Yokohama National University Osam Sato, Tokyo Keizai University, Japan Hideaki Kitanaka, Takushoku University, Japan Atsuko Ebine, University of Tsukuba, Japan Sadao Sakakibara, Kanagawa University, Japan
Tom Choi, Arizona State University, U.S.A. J. W. Choi, Kookmin University, South Korea Kilsun, Sogang University, South Korea
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Who Participate in HPM Project?
Mikko Ketokivi, Helsinki University of Technology,
Finland
Virpi Turkulainen, Helsinki University of
Technology
Jussi Heikkila, Helsinki University of Technology
Mattias Hallgren, Linkoping Institute of
Technology, Sweden
Jan Olhager, Linkoping Institute of Technology
Gerald Reiner, Vienna University, Austria
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Fourth Round Data Collection
We discussed about 4th round data collection at DSI
2005 in San Francisco.
The exact timing was not determined, but it will be
done during 2008-2011.
Manufacturing companies in Taiwan (and China?)
should be involved in the next round.
We would like Taiwanese researchers to join the
members of the HPM project.
That is way I am visiting Taipei.
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