A Study on the Toyota Production System Under the 35 Hours Work a Week

每周工作35小时的丰田生产方式研究

• 批准号: 12572017
• 负责人: SHIMIZU Koichi
• 金额: $ 3.14万
• 依托单位: Okayama University
• 依托单位国家: 日本
• 项目类别: Grant-in-Aid for Scientific Research (B)
• 财政年份: 2000
• 资助国家: 日本
• 起止时间: 2000 至 2003
• 项目状态: 已结题
• 来源: https://kaken.nii.ac.jp/en/grant/KAKENHI-PROJECT-12572017/
• 关键词: France; 35 Hours Work a Week; Aubry Laws; Management-Union Agreements in Automobile Industry; Toyota Motor Manufacturing France; Annualization of Working Hours; Labor Relations; Flexibility; 自動車産業; 労使間協定; ワークシェアリング; 労働時間のフレキシブル化; トヨタ・フランス; トヨ

The main results of this study are following.(i)The French 35 Hours Work Laws (Aubry laws) cannot be regarded only as the laws reducing working hours in order to promote work-sharing, because they have marked a turning point in the history of French labor relations in the following two senses. First, the laws give the firms the flexibility in work organization and work force adjustment. Second the laws have established the majority principle about the management-union agreement, because the agreement had to be signed by the union (s), seconded by the majority of employees.(ii)About putting into action the legal 35 hours work at the French carmakers, important are the followings. First, management-union relationships are ameliorated and stabilized after their obligatory negotiation to fix the conditions of the 35 hours work. Second, because of the annualization of the working hours, overtimes, confirmed only at the end of the year, give often the employees collective and/or individual t … More imes off in lieu, so that the wage is not function of real working hours. Third, the annualization allows the firms to organize the work and adjust their labor force in the flexible manner. Therefore, the increase in the labor cost, caused by the reduction of legal working hours, can be absorbed by the economy of scale, gained by "24 hours and 7 days a week" run of a factory.(iii)Toyota in France (TMMF) also has concluded the management-union agreement resemble to that of Renault and Peugeot SA, and is able to enjoy the flexibility in work organization and labor force adjustment. In the domain of labor relations, TMMF is ready to do the same things as French carmakers do, and its labor relations are adapted to the French situation. On the contrary, its Toyota Production System is not put into action in its real sense. In fact, the "Just-in-time" and "Jidoka" have been installed, but the kaizen activities are on the way to be introduced. Whether its employees are involved in such activities depend on its human resource management and training of its employees in a Toyota's way. Less

本研究的主要结果如下：（一）法国35小时工作法（奥布里法）不能仅仅被视为减少工作时间以促进工作共享的法律，因为它标志着历史的转折点法国的劳资关系主要体现在以下两个方面：第一，法律赋予企业在工作组织和劳动力调整方面的灵活性；第二，法律规定了管理层与工会协议的多数原则，因为该协议必须由企业签署。工会，附议(ii)关于法国汽车制造商的法定35小时工作制的实施，重要的是以下几点：首先，在双方强制谈判确定35小时工作制的条件后，管理层与工会的关系得到了改善和稳定。其次，由于工作时间年化，加班只在年底确认，经常给员工集体和/或个人补休，因此工资不是工资的函数。第三，年化使企业可以灵活地组织工作和调整劳动力，因此法定工作时间减少所带来的劳动力成本的增加可以被经济所吸收。 （iii）法国丰田公司（TMMF）也与雷诺和标致公司签订了类似的管理工会协议，并能够享受工作组织和劳动力的灵活性在劳资关系方面，TMMF准备采取与法国汽车制造商相同的做法，其劳资关系也适应了法国的情况，相反，其丰田生产方式并未付诸实践。事实上，“Just-in-time”和“Jidoka”已经开始实施，但改善活动即将推出，员工是否参与此类活动取决于其人力资源管理和员工培训。以丰田的方式。

项目成果

Globalization or Regionalization of the European Car Industry?

欧洲汽车工业的全球化还是区域化？

• 发表时间: 2003
• 作者: M.Freyssenet;K.Shimizu;et al.
• 通讯作者: et al.

Globalization or Regionalization of the American and Asian Car Industry?

美国和亚洲汽车工业的全球化还是区域化？

• 发表时间: 2003
• 作者: M.Freyssenet;K.Shimizu;et al.
• 通讯作者: et al.

フランス35時間労働法の性格と意義

法国35小时工作法的特点和意义

• 发表时间: 2003
• 期刊: 経済学論叢(同志社大学) 54.4
• 作者: Ji Ren;Koichi Shimizu;清水 耕一
• 通讯作者: 清水 耕一

企業システムの進化におけるバイファケーションとイナーシア-自動車産業における事例(I)

企业制度演化中的购买化与惯性——以汽车行业为例（一）

• 发表时间: 2002
• 期刊: 岡山大学経済学会雑誌 34.1
• 作者: Ji Ren;Koichi Shimizu;清水 耕一;Koichi Shimizu;清水 耕一
• 通讯作者: 清水 耕一

企業システムの進化におけるバイファケーションとイナーシア-自動車産業における事例(II)

企业制度演化中的购买化与惯性——以汽车行业为例（二）

• 发表时间: 2002
• 期刊: 岡山大学経済学会雑誌 34.2
• 作者: Ji Ren;Koichi Shimizu;清水 耕一;Koichi Shimizu;清水 耕一;清水 耕一
• 通讯作者: 清水 耕一