ESTABLISHMENT AND
ACTIVITIES OF RHEIN-MAIN-DONAU AG
--A Case of Public
Corporation in
Hisashi Watanabe
Rhein-Main-Donau AG (RMD) was established in
The main shareholders of RMD have been German Reich
(Federal Re-public of
In the year 1994, however, the both governments of
INDUSTRIALIZATION AND
THE MANAGEMENT OF A TIMBER MERCHANT IN A CITY: THE CASE OF ZAISOU
Takashi Matsumura
This paper intends to make an analysis of management of a
timber merchant in the period of industrialization from 1880s to 1920s in
In parallel with the industrialization, the demand of timber,
sleepers and wooden boxes were greatly expanded. As a result, Zaisou could not afford to continue its traditional
business, namely investment in forests in Kiso
district. Under such a business climate, two goals for the growth of the
enterprise emerged: acquisition of suitable wood for various kinds of demand,
and making steady profits.
In order to achieve the former goal, Zaisou
diversified the purchasing routes of wood. In the field of wood needed a high
quality, for example, such as sleepers, wooden boxes and luxury timber, Zaisou continued to invest in forests as in Edo period.
Concerning to the latter target, Zaisou firstly
diversified ways of the use of funds, secondly enlarged means of purchasing. It
was effective for Zaisou to buy timber in large
amount in the shortening turnover of funds and elaboration of inventory
management.
ORIGIN OF ADOPTING THE
Chunli Lee
Visiting Research
Fellow of
Affiliated Research
Fellow of MIT
The purpose of this paper is to examine the origin of the
adoption of the
FAW invited Taiichi Ohno, who was born in
The FAW Transmission Plant, which introduced Just-in-Time
method, is viewed as one of the best plants in
Technology transfer between plants is one of the serious
problems in FAW. There is a unique coexistence of different production systems
including those of former
LOI LE POULLEN
(1936-1939)
--CONTROVERSIES AND
EFFECTS--
Terushi Hara
During the interwar period, French government tried to
regulate the production and the sale of several industries to overwhelm the
economic crisis occurred in 1930s.
The purpose of this paper will be to analyse
the controversies and the effects of the law which was called Loi Le Poullen. This Law of 1936
aimed to regulate the market of French shoe industry which suffered the
overproduction. This analysis will include 4 sections.
Section I will be an analysis of the general situation of
French shoe industry of 1930S. During this period, French shoe industry had the
conflicts with foreign shoemakers, especially with those of Czecho-Slovakia.
The second section will include a look at the discussions
about the characteristics of Loi Le Pouilen in the House of Representatives and the Senate.
This law was discussed in February of 1936 and adopted almost unanimously, and
became effective from the 22nd March of that year. It is decided by this law
that not only the opening of factories, but also that of stores should be
strictly controlled by the government.
The third section will analyze the arguments of renewal
of Loi Le Poullen which arrived an end on March 1939 after two year’s activities.
Almost all the interested groups were agreed with its renewal. The author
examines the opinions of the professional associations of French shoe industry,
National Economic Council and the Ministry of Commerce.
The fourth and the last section will be an examination of
the real effects of the Loi Le Poullen.
Analysing the documents deposited at National
Archives at
SAFETY
MOVEMENT AND INDUSTRIAL RELATIONS: EARLY PHASES OF THE PERSONNEL MANAGEMENT
MOVEMENT IN
Tsuguyoshi Ueno
The passage of workmen’s compensation laws in 1910 and
the succeeding years gave a powerful impetus to the efforts of specialists in
the area of industrial safety. In this environment the “Safety First” movement,
which was an organized effort in accident prevention led by chief safety
inspectors who were more commonly known as “safety men,” extended all over the country.
Many safety men were not engineers, so there were some critical views to the
movement from engineers who had much training and experience in mechanical
engineering and systematic management.
At the beginning of the movement safety men and engineers
had totally different viewpoints in approaching industrial safety. Engineers
insisted that industrial accidents could be prevented by safety devices and in
no other way, and that designing the safety devices was an engineering problem.
Whereas safety men preached that only a few percent of accident cases could be reduced
by guarding dangerous places, and that the prevention of the vast majority of
accidents was possible through educational methods eliminating the carelessness
of workmen.
One of the most important features of the educational
programs was the safety committee, which was sometimes composed entirely of
foreign speaking workmen for “sowing seeds of caution” among them. The
effectiveness of the educational methods was gradually accepted by some
engineers, especially members of the Association of Iron and Steel Electrical
Engineers. And the Association supported projects of safety men in the steel
industry to found a national organization for disseminating the movement. From these
efforts the National Council for Industrial Safety was founded in September 1913
(one year after renamed the National Safety Council).
It is interesting to
note that in the course of every-day accident prevention work on the shop
floor, safety men realized that any safety work would not gain fruitful results
without resolving the problems of industrial relations. In order to organize
the communication system between employer and employee they enlarged step by
step the functions of the safety committee, at last which became in fact the
prototype of the employee representation plan. Arthur H. Young, a prominent
safety man, recalled that one of the by-products of the safety movement had
been the growth of the industrial relations movement.