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80


QWL Berggren, Christian, 1992 The Volvo Experience:
 107

Alternatives to Lean Production in the Swedish 1983

Auto Industry, Cornell University
1997
Besser, Terry L., 1996 Team Toyota: Transplanting 1985
the Toyota Culture to the Camry Plant in Kentucky,
State University of New York Press 1989
1999
24
Feldman, Richard & Betzold, Michael, 1988 End , 25 25
of the Line: Autoworkers and American Dream, 1998
Weidenfeld & Nicolson 34
Sandberg, ke, Edi., 1995 Enriching Production: 2001
Perspectives on Volvos Uddevalla plant as an
alternative to lean production, Abebury
37
2002
Vol.
No.6 1999
1998
2001
2001 1980
10
1992 2002


2001 14
19802000 IMF
JC

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1995 12410065

1997
2002/03/14
1999
108 38

1980 2000

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1984 3429 61.83 55460 293130 32.2 10.7 371 2272
1985 3665 63.64 57590 307080 32.3 10.9 373 2273
1986 3660 61.18 59820 315600 32.4 11.1 373 2273
1987 3638 59.93 60700 303500 32.7 11.5 384 2277
1988 3968 65.06 60993 328747 33.1 12 276 2178
1989 3975 64.77 61370 352765 33.5 12.4 378 2270
1990 4212 66.93 62934 377487 33.5 12.6 397 2268
1991 4085 62.96 64886 373830 33.6 12.7 411 2271
1992 3931 58.99 66637 356804 33.6 12.7 341 2183.2
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1994 3508 53.51 65561 377610 34.7 13.9 127 1943
1995 3171 49.29 64331 403090 35.5 14.6 133 1928
1996 3410 54.13 63000 411275 36.1 15.4 156 1927
1997 3502 56.54 61933 437449 36.6 16 229 1994
1998 3165 51.14 61886 428623 36.7 16.2 250 2016
1999 3118 50.44 61821 431197 36.9 16.5 219 1983
2000 60945 443716 37.2 16.9 210 1959

IMF-JC
 109

Workshop Innovation and New Work Organization in Auto Plant:

A Case Study on Toyota from 1980 to 2001

TSUJI Katsuji

Abstract: In general, there is a contradictory relationship between production efficiency and

occupational humanity. A particular system of production and labor operating in a particular
country at a particular time shows the balancing point between these two factors. In the 1980s,
Toyota suffered from labor shortages, because young workers had plenty of employment oppor-
tunities under the Bubble economy and would hesitate to work at Toyota, which was notorious
for long and hard work hours. However, after the Bubble economy, there was an oversupply in
the labor market and maturing car market. During this time, Toyotas work forces grew older
and became more highly skilled. In order to maintain its production superiority, Toyota had to
utilize these senior workers. Accordingly, a new type of work organization appeared at Toyota.
In the 1980s, Toyota had a traditional and conventional work organization that was composed of
group leaders, team leaders and team members combining to form linear relationships between
supervisors and subordinates. We call this work organization Line type. In the 1990s, a new
type of work organization developed at Toyota. There are no team leaders. Highly skilled
senior workers called SX (Senior Expert) deal with personnel matters like Kaizen and TPO
(total production maintenance). We call this work organization Line and Staff type. This
paper discusses the reasons why such a shift occurred at Toyota workshops. Analyses are based
on data obtained from a Follow-up Survey of the Toyota workers we met in 1982.

Keywords: Toyota Motor, Line Type Organization, Line and Staff Type Organization,
System of Production and Labor, Follow-up Survey

Professor of the Faculty of the Social Sciences, Ritsumeikan University