|Takefumi MOKUDAI||Last modified date：2019.05.23|
Associate Professor / Department of Business and Technology Management / Faculty of Economics
|Takefumi MOKUDAI||Last modified date：2019.05.23|
|1.||Zuhara Chavez, Takefumi Mokudai, Divergence between Value Stream Mapping Western Understanding and Material and Information Flow Chart Principles: A Japanese Automotive Supplier’s Perspective, Journal of Service Science and Management, 10.4236/jssm.2018.112016, 11, 2, 219-241, 2018.04, Through visualization, mapping techniques help manufacturing organizations prioritize and guide improvement strategies. For this reason, mapping of the value chain is applied as a method of progress toward lean manufacturing. The purpose of this paper is to illustrate the essence of the material and information flow chart (MIFC) approach, known as value stream mapping (VSM) in the West, to provide a different perspective and understanding and to identify its manner of integration with measurement systems. Metrics complement mapping tools allow the tracking of various stages of an organization’s lean journey and continuous improvement (CI). While the time dimension is predominant in performance metrics in lean environments, these metrics do not link the economic factor directly to improvements. The research comprises a case study in which lessons are learned from tool placing and metric determination. Empirical research included critical case sampling and semi-structured interviews, and data were analyzed to compare the conventional Western understanding of VSM with that of a Japanese supplier that learned the principles directly from the source and applied their own version of MIFC. An understanding of the tool based on core knowledge will enable organizations to reevaluate their current measurement systems and choose more suitable ones..|
|2.||Selection of Electrification Technologies of Automotive Powertrains and Uncertainty Management Strategy.|
|3.||Zuhara Chavez, 目代 武史, Mapping tools selection towards lean transformation in manufacturing environments, The Proceedings of 23rd EurOMA Conference, 91-91, 2016.06, As markets continue changing, companies going for lean manufacturing are presenting a need for further detailed output and a more problem orientated tool. This paper aims to expose existing mapping tools beyond value stream mapping (VSM). Lacks and constrains of existing mapping tools applied in manufacturing environments are analysed through practical testing and real case studies evaluation. An academic contribution to current literature is provided through the presented non existing comparison, which can be a useful guide for practitioners in different stages of a lean transformation but also for academics interested in improvement or application of these tools..|
|4.||Design Principles of Renault-Nissan’s Common Module Family and Mazda’s Common Architecture.|
|5.||目代 武史, Will Cars Be Modularized? New Vehicle Development Approaches of Renault-Nissan and Mazda, Proceedings of Scientific Forum for Mobility 2015, 2015.06, This study illustrates Renault-Nissan’s Common Module Family (CMF) and Mazda’s Common Architecture (CA), and discusses their differences and implications for modular product development.
Global carmakers face a dilemma of emergent markets. Growing demands in emergent markets have put pressures to develop wider variety of models at lower costs, while tightening requirements on vehicle safety and fuel economy have increased complexity of vehicle engineering. Realization of modularity is one of solutions for the dilemma between cost reduction via commonality and enhancement of vehicle performance and variety.
Renault-Nissan’s CMF is an approach that creates various models by changing combinations of four physical modules and a set of electric/electronic units. The four modules include engine compartment, cockpit, front and rear under bodies. Each has two to three variations, e.g. light, middle, and heavy under bodies. Majority of engineering works will complete by selecting modules from the matrix of the modules and their pre-developed variants.
Mazda takes a different approach. Although it retains traditional platform structure, CA creates various models flexibly by copying the common design rules, e.g. engineering principles and standard structures, to successive models in the same shape but in different size.
The study discusses why the two Japanese carmakers take different approaches to meet the same challenge. With larger product variety, sales volume and more production plants Renault-Nissan can justify heavier investments in its advanced development to build finer matrix of the technological platform, i.e. CMF, while Mazda, with annual sales of only 1.3 million units, prefers a less modularized approach. .
|6.||Chavez Lopez, Zuhara Ivette, 目代 武史, Putting numbers to value: Going simplistic for reaching lean manufacturing, International Association of Engineers, 11, 1042-1045, 2015.03, An explanation about the relevance of Lean Accounting, Lean production and Lean thinking working as a whole is provided. A case of study is analyzed showing the problems that organizations nowadays face when Lean alignment is nonexistence. The findings will be useful for organizations experiencing drawbacks in their Lean transformation..|
|7.||Localization of parts supply toward strengthening competitiveness of Automotive industry in Kyushu.|
|8.||Current conditions of auto parts manufacturers in Tohoku region.|
|9.||A study of the module strategies of European automotive makers: VW, Smart, Daimler, BMW, and Audi.|
|10.||Current conditions of automobile industry in Tohoku district: Based on field study.|
|11.||Symposium--Automobile industry in Tohoku region: How to promote automobile industry as well as its supporting industries.|
|12.||A research on module production system of Volvo Car Corporation.|
|13.||Achievements and challengs of module strategy in automotive industry: A comparative study of European and Japanese automakers.|
|14.||The development and transition of modular production system.|
|15.||Transformation in product architecture and dynamics of product development organizations: A case study on product development of an automotive center panel module.|
|16.||A review on the design structure matrix as an analytical tool for product development management.|
|17.||Automotive parts modularization and its challenges for local suppliers in Hiroshima region.|
|18.||Norlia AHMAD, Takefumi MOKUDAI, Task environments and performance: The case of telecommunication industry in Asia Pacific countries, 『地域経済研究』, 14, 67-87, 2003.03.|
|19.||Restructurng value chains in automotive parts industry: Adaptation to changes in product architecture.|
|20.||Product architecture and technological capability building in the automobile parts industry.|
|21.||The industrial cluster and its challenges in Hiroshima prefecture.|
|22.||The estimation of experience curves in the auto parts industry in Japan.|
|23.||Resource accumulation and diversification of parts suppliers in the auto industry.|