@article{oai:niigata-u.repo.nii.ac.jp:00027066,
 author = {Sakikawa, Takashi},
 journal = {新潟大学経済学年報, 新潟大学経済学年報},
 month = {Jan},
 note = {Cell production is a human-centric production method featuring team activities that has been employed by some Japanese manufactures since the mid to late 1990's. Case study reserch provided a wealth of information on the human or organizational and HRM (human resouce management) aspecs of this manufacturing method. To ensure the success of cell prodution, managers adopted HRM practices to extend the range of an operator's skills, to ensure task and goal interdependence among workers, to encourage operators to take part in continuous improvement activities, and to extrinsically and intrinsically motivate operators. A set of HRM practices like these - what I call the perfectly-tapping-potentiality HR system-was likely to  generate high levels of QCD (Quality, Cost, and Delivery) manufacturing performance measures. To maintain cell production in Japan, managers needed to adopt this HR  system together with the corresponding manufacturing strategy; that is, small-lot manufacturing of the latest high value-added products.},
 pages = {1--29},
 title = {<Articles>HRM Practices for Japanese Cell Production},
 volume = {30},
 year = {2006}
}