Management of Technology and Innovation in Japan

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Conclusion Suppliers’ Involvement in New Product Development 247 Choosing a transaction dyad in the Japanese auto industry, we attempt to relate the architectural attributes of auto parts and the patterns of supplier’s involvement in new product development process. The high functional modularity of auto parts which means the interfaces of auto parts’ functional parameters are well defined, is shown to have positive relationship with the drawing-approved system, while the low functional modularity of auto parts tends to make the auto maker to claim the ownership of detailed design drawings of auto parts even when supplier has high level design capability. We arrive at the conclusion that balance should be secured between providing a high-powered incentive to a supplier, clearly defining responsibility and coordinating costs, and the matching between architectural attributes and the division of labor should be emphasized during the decision making of design outsourcing. The priority of functional consideration in the supply chain management in the Japanese auto maker is also a conspicuous contrast with the practices by European and American companies. Having emerged much earlier and developed into a systematic practice, the delivery of functional modules with good design quality and cost efficiency in the Japanese auto industry continues to be improved by incorporating advanced integration technology and by optimizing the size of module. This function oriented thinking of the Japanese auto maker is consistent with its stance to construct a win-win relationship with suppliers and can be said as one source of its competitiveness in the global automobile industry. References Asanuma B (1989): “Manufacturer-supplier relationships in Japan and the concept of relation-specific skill,” Journal of the Japanese and International Economies, Vol. 3, pp 1-30 Asanuma B (1997): The Organization of the Japanese Firms: the Innovative Adjustment Mechanism. Toyo Keizai Shinbu Sha (In Japanese) Baldwin CY and Clark KB (2000): Design Rules. Volume 1: The power of modularity. Cambridge, MA: MIT Press Clark KB and Fujimoto T (1991): Product Development performance, Harvard Business School Press, Boston Fujimoto T (1997): The Evolution of Production System: the Organizational Capability and Emergent Process in Toyota. You hi gaku (In Japanese) Fujimoto T (2001): “The Japanese automobile parts supplier system: the triplet of effective inter-firm routines,” International Journal of Automotive Technology and Management, Vol. 1, No. 1, pp 1-34 Gopfert J and Steinbrecher M (1999): “Modular product development: Managing technical and organizational independencies,” mimeo Henderson RM and Clark KB (1990): “Architectural innovation: the reconfiguration of existing product technologies and the failure of established firms,” Administrative Science Quarterly, 35, pp 9-30
248 D. Ge and T. Fujimoto Nishiguchi T (1994): Strategic Industrial Outsourcing, Oxford University Press, New York Pahl G and Beitz W (1984): Engineering Design, in Wallace K (ed.), The Design Council, London Sanchez R and Mahoney JT (1996): “Modularity, Flexibility, and Knowledge management in product and organization design,” Strategic Management Journal, Vol.17, pp 63-76 Schilling MA (2000): “Toward a general modular systems theory and its application to interfirm product modularity,” Academy of Management Review, 25(2), pp 312-334 Takeiishi A and Fujimoto T (2001): “Modularization in the auto industry: interlinked multiple hierarchies of product, production and supplier system,” International Journal of Automobile Technology and Management, Vol.1, No.4, pp 379-396 Thomke SH and Fujimoto T (1999): “The effect of front-loading problem-solving on product development performance”, Harvard Business School Working Paper 98-103 (Revised May 1999), Cambridge (Mass) Ulrich K (1995): “The role of product architecture in the manufacturing firm,” Research Policy, Vol. 24, pp 419-440 Womack D, Jones D, and Roos D (1990): The Machine that Changed the World, Rawson/MacMillan, New York
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Management of Technology and Innova
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Prof. Dr. Cornelius Herstatt Christ
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VI Preface and Introduction its ori
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VIII Preface and Introduction commo
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XII Preface and Introduction Based
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XIV Preface and Introduction ��
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XVI Preface and Introduction 60�
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Table of Contents Part I: Strategic
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List of Contributing Authors Yaichi
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List of Contributing Authors XXIII
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Designing the Product Architecture
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30 A. Takeishi and Y. Aoshima “gr
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32 A. Takeishi and Y. Aoshima The B
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34 A. Takeishi and Y. Aoshima troub
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36 A. Takeishi and Y. Aoshima Histo
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38 A. Takeishi and Y. Aoshima bles
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40 A. Takeishi and Y. Aoshima mud,
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42 A. Takeishi and Y. Aoshima Table
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44 A. Takeishi and Y. Aoshima Shima
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46 A. Takeishi and Y. Aoshima of th
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48 A. Takeishi and Y. Aoshima parts
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50 K. Kusunoki anticipating and sol
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52 K. Kusunoki both manufacturers a
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54 K. Kusunoki users. With the rele
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56 K. Kusunoki existing performance
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58 K. Kusunoki the LCD computer mon
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60 K. Kusunoki In the home-use vide
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62 K. Kusunoki systems with interna
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64 K. Kusunoki visible dimensions e
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66 K. Kusunoki Cocoon appears a goo
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68 K. Kusunoki level system. To acq
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70 K. Kusunoki music editing softwa
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The Customer System and New Product
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Part II: Process Aspects
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88 S. J. Harryson An important sugg
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90 S. J. Harryson Introducing a Kno
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92 S. J. Harryson Their data also s
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94 S. J. Harryson view of transacti
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96 S. J. Harryson but never produce
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98 S. J. Harryson Know-Who in Produ
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100 S. J. Harryson Leveraging Intra
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102 S. J. Harryson naka stated that
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104 S. J. Harryson protect Canon’
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106 S. J. Harryson Consequently, a
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108 S. J. Harryson References Abegg
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110 S. J. Harryson Johansson U and
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The Domestic Shaping of Japanese In
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Fig. 3. Japanese creativity with lo
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144 M. Yasumoto and T. Fujimoto low
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146 M. Yasumoto and T. Fujimoto in
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148 M. Yasumoto and T. Fujimoto sup
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150 M. Yasumoto and T. Fujimoto Mea
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152 M. Yasumoto and T. Fujimoto com
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154 M. Yasumoto and T. Fujimoto Jap
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156 M. Yasumoto and T. Fujimoto The
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158 M. Yasumoto and T. Fujimoto As
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164 M. Yasumoto and T. Fujimoto Bru
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“Fuzzy Front End” Practices in
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Number of companies 250 200 150 100
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N=551 “Fuzzy Front End” Practic
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186 R. Haak The Toyota production s
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188 R. Haak (1988, p. 3) pointed ou
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190 R. Haak Essentially, the key fa
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192 R. Haak movement of materials n
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Differences in the Internationaliza
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3.94 To adapt products to local req
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Acknowledgment Differences in the I
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Global Innovation and Knowledge Flo
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330 C. Herstatt, B. Verworn, and A.
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From Practice: IP Management in Jap
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Objectives of IP management To cont
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Technology Planning Function From P
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MoT: From Academia to Management Pr
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Index 3G 148 f., 152 5 S process 19
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Japanese consumers 125, 129, 135 Ja
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