Saturday, September 29, 2007

Japanese transplants - as American as apple pie

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Kata kunci yang dipakai untuk penelusuran sudah distabilo monozukuri non japan

Page 1
Newsletter
Vol. 17, No. 3, May-June 2007
Japan External Trade Organization
1 East Wacker Drive, Suite 600
Chicago, IL 60601
Phone: 312-832-6000
Fax: 312-832-6066
From the
Chief Executive
Director
Takashi “Taka”Tsuchiya,
Chief Executive Director,
JETRO Chicago
See “Mission” on page 2
In this issue ...
Japanese transplants - as American as
apple pie
One day in May I had an opportunity
to participate in a guided tour at the
Harley-Davidson Powertrain Operations in
Wauwatosa,Wisconsin. During the tour
I noticed signs using Japanese words,
including Kaizen (continuous improvement
in process and quality) and Kanban (a signal
for Just-In-Time Production). The factory was
clean and in order. The floor of the factory
was shining. So at the end of the tour I asked
our guide whether the factory practices
“5 S” or not. (“5 S” - Sort, Set-in-order,
Shine, Standardize, Self-discipline - is a lean
technique commonly practiced in Japan that
empowers employees to make their work
areas cleaner, better organized and more
productive.) Her answer was she did not
know, but I believed that Harley-Davidson
certainly practiced the 5S. (for further
information on these terms, check at http://
en.wikipedia.org/wiki/Main_Page)
This factory, illustrating many Japanese
management techniques, got me thinking
about Japanese affiliated factories in the
Midwest.
A little bit of history. Japanese overseas
investment in the manufacturing sector in
the US started to show a steady growth in
the latter half of 1970s. Its destinations were
mostly California and the Southeast states
and its industrial sector was centered around
electric and electronics products, including
color TVs.
It was not until the early 1980s that the
Midwest saw a gradual inflow of Japanese
manufacturing facilities, although by
then Kikkoman (soy-sauce production
started in 1972, in WI), Kawasaki Heavy
Industries (motorcycles, 1975, in NE), Honda
(motorcycles, 1979, in OH) and several
companies had started production there. A
huge growth of operations emerged after
September 1985, when the Yen steeply
appreciated against the US dollar after the
so-called Plaza Accord.
According to a JETRO survey as of March 1985,
Guest View
John R. Chalifoux
Vice President,
Business Development
Original Equipment
Suppliers Association
Automotive Industry
CollaborationYields
Innovative Solutions
JETRO names new Business
Advisor for Wisconsin
JETRO Chicago welcomes a new Business Advisor for the State of
Wisconsin. Kenji Higashi will assist companies in developing plans
to work with Japanese companies, and to explore opportunities for
expansion in Japan. He succeeds Takahiro Hagisako in that position.
Higashi has been working in the United States with American and
Japanese companies for 24 years, most recently as President of
Busitech Corp. in Hanover Park, IL, a management consulting, sales
and market research company.
Kenji Higashi continues to serve as an investment advisor for JETRO Chicago and a business
consultant to many American companies on their Japanese business. He is a native of
Japan who became an American citizen in 2000. His Wisconsin office phone number is
608-266-9487, and his email is kenji.higashi@wisconsin.gov.
This material is edited,issued and circulated by JETRO Chicago,One East Wacker Drive,Suite 600,Chicago IL 6060,which is registered under the Foreign Agents Registration Act of 1938,as amended.This material is filed with the Department of Justice
where the required registration statement is available for public inspection.Registration does not indicate approval of this material by the United States Government.
Wisconsin Governor James
Doyle welcomes Kenji
Higashi
The Original Equipment Suppliers Association
was honored to be a supporting partner for
“The Mindset of Monozukuri,” an advanced
manufacturing seminar hosted by JETRO
Chicago in metro-Detroit,April 25, 2007. A
strong line-up of speakers addressed the
audience, which included representatives from
more than 40 OESA member companies.
The creation of OESA in 1998 by founding
president and CEO Neil De Koker embodies
the spirit of monozukuri (process of making or
creating things;see Director’s Dialogue on p.3
for more information). As a trade group with
390 member companies,OESA serves the North
American automotive supplier community.
The majority of members are suppliers of
automotive components,systems and modules,
as well as providers of engineering services,
tooling and raw materials.
Global annual automotive sales of OESA
manufacturing companies exceed $300 billion;
however, 60 percent of these companies have
sales of less than $150 million.The important
distinction is that OESA represents the
Midwest
May-June 2007, Page 2
Midwest Newsletter
JETRO Around the
Midwest
Seminars, Meetings and
Events
In this issue ...
Chicago and Plymouth (MI) learn of “The Mindset of Monozukuri
MOBAC Show was a Sweet Time in Tokyo
by Stephen R.Vullo,
Researcher, Industrial
Machinery Department, JETRO
Chicago
Recently I had the
pleasure of visiting Tokyo
on business for a week.
My primary purpose was
to attend MOBAC Show 2007 (2007
Machinery, Materials, Marketing of Bakery
and Confectionery Show) from February
anniversary of MOBAC Show, typically
held every other year alternating between
Tokyo and Osaka.The stated goal of the
show is to promote the development
of new products and technologies in
bakery and confectionery machinery,
raw materials, packaging machinery, and
other food processing machinery and
equipment relevant to that market. It is
the largest show in Japan dedicated to
the food industry. JETRO was a sponsor
of the show, along with many other
Japanese government agencies and
industrial associations. Public attendance
is encouraged.
MOBAC Show is not a typical “all-business”
trade show.In order to capture the attention
of the visiting public,exhibitors have very
39thAnnual Joint Meeting ofThe
Midwest U.S.- JapanAssociation set
for September in Tokyo
Japan and Midwest U.S.: Innovation and
Sustainable Growth,” is the theme of the 39th
Annual Joint Meeting of The Midwest U.S. - Japan
Association.The event will take place in Tokyo at
the Imperial Hotel, from September 9-11, 2007.
For four decades, business leaders from the
Midwest region of the United States and Japan
have met on an annual basis to discuss the
growth and progress of economic relations of
the American Midwest and Japan.Typically the
meetings alternate locations between Japan and
the U.S.
The Midwest U.S.-Japan Association is comprised
of ten member States including Illinois, Indiana,
Iowa, Kansas, Michigan, Minnesota, Missouri,
Nebraska, Ohio and Wisconsin.
More information will be featured in the next issue
of JETRO Chicago Midwest Newsletter.Additional
Director,The Midwest U.S.-Japan Association, 312-
464-0115; e-mail mgaudette@mlgassoc.com .
On April 23 (Chicago) and April
25 (Plymouth, MI), crowds of
business people learned how
Monozukuri concepts are
integrated into a number of
Japanese-owned and American
companies. (See related story
on Monozukuri on page 3.) The
Chicago event drew more than
200, while the Detroit-area
session attracted more than
200 attendees.
Above: Mitsuo Matsushita,
Chief Executive Officer of
Denso International America
provided the keynote address.
Above: Session speakers included
(from left) Jack Lavin of the
Illinois Department of Commerce
and Economic Opportunity;
Mitsuo Matsushita of Denso;Ted
Kawashima, of the JAPIA North
America Office; and Gary W. Klotz
of Butzel Long.
At left: Shinjiro Yamada, Chief Executive
Officer of INCS Inc. provided a session address.
At right: a session panel included speakers
(from left) Shigeru Kawada, Director, Business
Unit, Fluid System Div., N. America, Cooper
Standard Automotive in Novi, MI; Gary
Klotz, Attorney at Law, Butzel Long, Detroit,
MI; and John Winzeler, President,Winzeler
Gear, in Harwood Heights, IL
Ohio Lieutenant Governor,Lee Fisher visited Chief
Executive DirectorTakaTsuchiya at the JETRO Chicago
offices on May 14.From left,Debra Scherer,Assistant
Deputy Director,
Ohio Department
of Development;
Taka Tsuchiya;Lt.
Governor Fisher,and
Scott Kuehn,Special
Assistant for Economic
Development,Ohio
Department of
Development.
JETRO Chicago’s
Chief Executive
Director Takashi
Tsuchiya recently
visited Wisconsin
Governor James
Doyle, Jr.
At BIO 2007 in Boston, JETRO Chicago helped organize
the Japan Night reception on May 7. At the event,The
Honorable Kenneth Reeves, Mayor of Cambridge, Mark
Robinson, Acting President and COO, Massachusetts
Biotechnology
Council, and
Peter Grilli,
President of the
Japan Society of
Boston enjoy some
cold sake. JETRO
President Hiroshi
Tsukamoto is in
the background.
At a Japan Lecture Series event at Kansas
University, JETRO Chicago presented a well-
attended session on Anime. Below, from left,
Kelly Denewellis, JETRO Chicago; Elaine
Gerbert, KU Center for Asian Studies; David
Peterson, JETRO Chicago, KU Chancellor
Robert Hemenway; and program speakers Ken
Duer and Grant Moran.
Contact JETRO Chicago
JETRO Chicago
is located at 1 East Wacker
Drive, Suite 600, Chicago 60601. Phone: 312-832-
6000; Fax: 312-832-6066; website: www.jetro.org
For general information, call the number above,
bar at left).
For Invest-in-Japan
information contact Kevin
For biotech information, contact David Peterson
the oldest data available at JETRO Chicago,
there were 348 Japanese factories in the
US,out of which 55 were in the 12 Midwest
states (45 in MI,OH,IN and IL combined).
The Midwest’s share was 16% then.JETRO’s
most current data provides the following
corresponding figures as ofAugust 2006:2,077
in the US and 548 in the Midwest (467 in the 4
states),with a 26% share in the Midwest.
This shows the increasing attraction to the
Midwest during the last 20 years or so. In
particular,in the transportation machinery
parts sector the weight is as high as 43%.The
increment of inflow of Japanese factories in the
Midwest in the 1980s was actually triggered
by the start of the automobile production
by Japanese car companies.In 1981,the
Japanese government imposed voluntary
numerical restraints on automobile exports to
the US,after considering claims from the US
government and the Big 3 that the surge of
Japanese car imports caused damage to the US
industry. Therefore,Japanese car companies
needed to build assembly plants in the US,
Chief Executive Director
May-June 2007, Page 3
Midwest Newsletter
In this issue ...
An introduction to Monozukuri
How does JETRO’s ICT
Partnering Japan program
work?
The following is adapted from an article to be
published in the summer of issue of Innovation,
the quarterly design publication of the Industrial
Designers Society of America.
The early 21st century has brought a new
Japanese management methodology,the
practice of monozukuri,to the NorthAmerican
manufacturing community. In the 1990’s,
the terms kaizen,meaning“continuous
improvement,”and gemba,meaning “the place
where the truth is found,”jumped the Pacific
and entered into the daily production activities
among North American businesses. Beginning
with primarily Japanese automotive parts
suppliers in NorthAmerica,the introduction of
monozukuri is just beginning to ripple through
the domestic manufacturing base.
Monozukuri possesses an almost spiritual
meaning to Japanese manufacturers.In
Japanese,the words mono (thing) and zukuri
(process of making),when taken together
literally mean the process of making or creating
things.However,the literal translation does not
convey the true meaning.Monozukuri conveys
an intensity of commitment to improve product
quality and to the development of human
skills.These commitments cross a company’s
numerous divisions,even reaching a firm’s
alliance partners and supplier base.It can impact
the entire industrial process from research and
design to distribution.
Why now? The monozukuri concept is by no
means new,and has been utilized in Japan
since the 16th century. However,modern
day Japan is experiencing a demographic
decline that is accelerating the retirement of
manufacturing and design engineers.This is
creating an especially adverse impact on Japan’s
skilled workers,often referred to by many
Japanese companies as the “Meister”group.
These Meisters are very highly skilled workers
who have implicit knowledge accumulated
over the years to solve production issues and
improve product quality. The Meister workers
are considered most precious by a Japanese
company and are considered extremely valuable
Ask
JETRO
?
Director’s
Dialogue
Hideki Sho, Director,
Business Development,
JETRO Chicago
Companies in the Information/
Communications Technology (ICT) industries
are invited to participate in the ICT
Partnering Japan Program, a free business
matching program designed to give you
direct access to leaders and innovators in
Japan’s technology industry.
Here’s how it works: JETRO will submit
your company’s information to Japanese
companies who are seeking new technology.
The Japanese companies will notify JETRO
of their interest, after which your nearest
JETRO office will contact you with the
Japanese companies’ responses and contact
information where appropriate.
Any (non-Japanese) ICT related company
who does not already have an exclusive
partner in Japan, is eligible to apply. Product
sectors may include but are not limited to
the following: software;WiMax; encryption;
home networks; broadband; next generation
mobile devices; RFID; MEMS; Biometrics;
advanced materials/nanotechnology.
To apply, you can obtain a program
application from JETRO Chicago. Contact
Kevin Kalb at 312-832-6000, or e-mail
application deadline, as this program is
offered on an ongoing basis.
especially if they wanted to keep up with US
consumer demand.
Honda was the first Japanese company that
started car production in the US. It chose a site
in Ohio where it had built motorcycles and
started production in 1982. In the Midwest,
it was followed by Mazda in Michigan in
1987; Mitsubishi in Illinois in 1988; Subaru
in Indiana in 1989, and Toyota in Indiana in
1999.As you know, a car consists of more
than 20,000 parts and building a car requires
many layered supporting industries, including
die and mold, plastic injection, electronics,
etc. Japanese car assemblers procured parts
from US indigenous suppliers, but at the same
time they wanted their suppliers in Japan
to come close to their operations in the US.
Consequently, many Japanese auto parts
manufacturers came to the Midwest to supply
their products to Japanese car assemblers.
Japanese automobile related factories are
integrated and indispensable parts of the
Midwest states’ economies.They are as
American as apple pie.
May-June 2007, Page 4
Midwest Newsletter
In this issue ...
Director’s Dialogue
in terms of creating improvements to manufacturing
processes and ensuring product quality.
The most important challenge facing monozukuri is
this:how the skills of the Meister group can be passed
to the next generation of a company’s workers,while
the company is continually adopting highly automated
production systems to compensate for their departure
from the company? After all,productivity and product
improvement are generated from human input,
not only from an efficient manufacturing system.
Equally important,how are the problems of inherited
production and design skills being addressed by a
company’s numerous suppliers?
In the 21st century,a manufacturer is only as
competitive as its suppliers,whether they are located
in NorthAmerica,China,Europe,or Japan. It is
this precise inflection point that many Japanese
manufacturers have realized,causing them to develop
“MonozukuriTeams”within the company to work
through these issues with their suppliers. All must
collaborate to obtain the mindset of monozukuri,and
in this light,the concept seems to be enabling closer
collaboration throughout the manufacturing supply
chain.
Guest View
MOBAC Show
colorful,lively,and fun display areas.
Of course,the name of the game here
(and,I suspect,the real draw for many
of the attendees) is samples,samples,
samples.Nearly every exhibitor,down
to the smallest booth,had some kind
of free bread,Japanese or Western
pastry,chocolate or other sweets
for the taking.The largest exhibitor areas were akin to professional
kitchen sets for television cooking shows,with many foreign bakers and
patissiers on hand to show their skills.
This year, MOBAC Show had 261 exhibitors, and over 60,000
attendees, 2,000 of which were international attendees. It seemed
that about half of the attendees were business people, and half were
members of the general public.
Though MOBAC Show is geared toward the domestic Japanese
audience, one could find some international exhibitors doing business.
For example, the Wild Blueberry Association of North America (WBANA)
promoted the health benefits and tasty flavor of wild blueberries,
grown only in the northeast U.S. and Canada.
I assisted with the exhibition booth of JPMA, the Japan Packaging
Machinery Manufacturers Association. JPMA is the only packaging
machinery-focused association in Japan, with 253 member
companies, including 155 packaging machinery manufacturers along
with 98 packaging material manufacturers, trading companies and
packaging-related equipment manufacturers. JPMA also organizes
the Japan International Packaging Machinery Show, called JAPAN
PACK, held every other year at Tokyo Big Sight.The next JAPAN PACK
will be held from October 16-20 of this year (www.japanpack.jp).
While in Tokyo, I also had the opportunity to visit JETRO’s new
headquarters, and to tour its state-of-the-art business library and
IBSC (Invest Japan Business Support Center). I encourage any of you
with plans to visit Tokyo on business in the future to please take
advantage of the fine offices and facilities available to use for free.
I recommend anyone interested in the Japanese food industry to
consider MOBAC Show a valuable experience.As a vertically integrated
show, it is an excellent opportunity to observe the various business
relationships in that market. It is also a great venue for test marketing
to the Japanese buying public.The next show will be in Osaka in 2009.
complete supply chain, from Tier 1 through
“n.” To assist executives from member
companies in this complex value chain,
OESA operates 12 peer group councils and
conducts 24 events per year. These council
meetings and events deliver value to the
membership, because OESA achieves its
mission by providing a forum for members
to address issues of common concern.
From the original equipment supplier
perspective,the automotive industry is
undergoing fundamental restructuring.This
is not just an economic cycle where everyone
is affected the same way. Many of the issues
facing the industry are common,where many
constituencies can work together to find
resolution.As an example,vehicle warranty
costs the industry $12 - 13 billion annually,
equivalent to approximately 2 percent of
sales. As the industry continues to globalize
its vehicle production and component
sourcing footprint,vehicles become more
complex and warranty terms become more
comprehensive and long term. It also
becomes increasingly important to have the
ability to prevent – or quickly and effectively
resolve – warranty issues so there is no
recurrence in same or future models.
Suppliers and vehicle manufacturers must
focus on consumer satisfaction,because an
emphasis on warranty cost reduction alone
will not achieve the objective. This different
focus or change in mindset will inevitably
address the issues of vehicle manufacturers,
dealers and suppliers,while at the same
time yielding consumer satisfaction – the
key to mutual success. A joint effort of the
Original Equipment SuppliersAssociation
and the Automotive Industry Action
Group is,in fact,addressing this important
quality issue. Leading the way are team
members fromToyota Motor Engineering &
Manufacturing NorthAmerica,Inc.,General
Motors Corporation,Ford Motor Company
and 15 OESA member companies.
At the seminar in April,JETRO Chicago
helped all participants to learn more about
monozukuri,including how NorthAmerican
and Japanese enterprises can better enhance
collaboration and sustain a culture of
manufacturing talent. Also in the mindset
of monozukuri,OESA is initiating two
new activities. First,OESA is planning an
event where NorthAmerican suppliers can
develop closer collaboration with Japanese
companies. This OESA event on July 24,
2007 will address how NorthAmerican
suppliers of excellence can work more
effectively to sell their innovative products
to new domestic vehicle manufacturers
via theTier 1 supplier. In addition,OESA is
launching a Product Development Council
where members will meet quarterly to share
their insights and experiences associated
with effective innovation and product
development.
Activities such as these are critically
important to sustain the competitiveness
of the global automotive industry, because
collaboration – a core principle of OESA
– cannot be realized without an active,
collaborative environment. That is why
OESA is so pleased to have opportunities
to work with JETRO Chicago to bring North
American and Japanese firms together.
For collaboration to be effective, it must
occur throughout the entire supply chain.
OESA, through its own activities and in
support of organizations such as JETRO
Chicago, is positioned to help members
in the automotive industry. This thinking,
truly, is in the mindset of monozukuri.

Monozukuri IKM dan Otonomi Daerah (2)


Rabu, 15 Maret 2006 00:03:00
Artikel Iptek - Bidang Kebijakan Iptek

Pemerintah telah membuka kluster-kluster industri di beberapa tempat, seperti di Cibitung dan Kerawang. Tetapi penyediaan kluster ini perlu dikritisi, karena selama ini hanya berfungsi sebagai tempat produksi perusahaan-perusahaan asing di Indonesia. Ini diperparah dengan bahan-bahan produksi masih didatangkan dari luar negeri. Seharusnya keberadaan kluster-kluster industri itu berperan sebagai penggerak distribusti spasial aktif. Yaitu, keberadaan industri-industri tersebut mendorong pertumbuhan monozukuri baru (IKM) di sekeliling kluster tersebut, atau membina industri-industri yang telah ada agar berkembang sehingga bisa mendongkrak perkembangan dan pertumbuhan ekonomi khususnya untuk daerah setempat.

IKM dalam Otonomi Daerah

Pemerintah Jepang mengeluarkan kebijakan monozukuri industri bertujuan untuk membingkai penumbuhan IKM dan manajemen pengelolaan IKM. Pelaksanaannya diserahkan kepada dinas perindustrian regional yang memiliki otoritas implementasi kebijakan penumbuhan dan pengelolaan IKM dalam lingkup regionalnya. Seperti pengelolaan IKM regional Kanto, meliputi propinsi Tokyo, Gunma, Saitama, Chiba, Kanagawa, Yamanashi dan sekitarnya. Dengan manajemen regional ini memudahkan pemerintah untuk menumbuh-kembangkan industri sesuai potensi dan kekhasan daerah.

Sementara pemerintah Indonesia mengatur kegiatan penumbuhan ekonomi dan industri daerah di Indonesia melalui UU No. 32 tahun 2004. Pada pssal 176 tentang Otonomi Daerah disebutkan bahwa pemerintah daerah dalam meningkatkan perekonomian daerah dapat memberikan insentif dan atau kemudahan kepada masyarakat dan/atau investor yang diatur dalam Perda dengan berpedoman pada peraturan perundang-undangan [4]. Ini memberikan peluang bagi tiap daerah memainkan peran hak otonomi industrinya (kontek IKM) dengan syarat:

Pertama, implementasi hak otonomi industri harus tetap dalam koridor kebijakan industri nasional, sehingga pertumbuhan IKM semua daerah seimbang dan untuk mengurangi dampak lingkungan.

Kedua, hak otonomi industri menuntut tiap daerah melakukan usaha penumbuhan, pendampingan, pengawasan dan pengelolaan industri (IKM) dalam sebuah kebijakan manajemen industri (IKM) daerah.

Ketiga, pembagian pendapatan dari pajak (Wajib Pajak Daerah) apabila investasi industri nasional dialihkan ke daerah.

Keempat, daerah berhak mencari dan menerima investasi industri dalam mengembangkan IKM baik dari PMA maupun PMDN dengan kewajiban menyerahkan pajak kepada pemerintah pusat.

Dalam melaksanakan UU No. 32 tahun 2004 Pasal 176 di atas perlu dilakukan langkah pendukung untuk menjaga kestabilan pertumbuhan IKM. Skenario kebijakan untuk menjaga sustaibilitas industri di otonomi daerah bisa berupa (Gambar 1) berupa:

1. Menggerakkan industri pendukung IKM (IP IKM)
2. Menguatkan payung hukum dan regulasi terkait industri daerah
3. Menyediakan pendanaan untuk industri pendukung IKM
4. Perapian kluster industri dan distribusi parsialnya sesuai dengan faritas/jenis produk unggulan daerah.
5. Memberlakukan pajak atau insentif atas pemakaian lahan dan sarana daerah oleh industri nasional (pusat)
6. Membuka penyertaan dana masyarakat daerah (reksadana) terhadap industri milik daerah

Gambar 1. Skenario penguatan IKM dengan industri pendukung IKM

Kendala

Kendala terbesar dalam melakukan usaha penumbuhan, pendampingan, pengawasan dan pengelolaan industri (IKM) adalah pada regulasi dan wewenang. Masih terjadi tarik ulur kewenangan antara pemerintah daerah dengan pusat. Ini terlihat dengan adanya ketidakpastian regulasi. Meskipun sudah dikeluarkan UU 32/2004 tentang otonomi daerah, dan terkhusus pasal 179 tentang perekonomian daerah, pemerintah masih mengeluarkan Keppres No. 28 dan 29 tahun 2005 yang berkaitan dengan pelayanan penanaman modal sehingga membatasi daerah menerima investasi sebagai hak otonominya. Sebelumnya melalui UU 22/1999 sudah diserahkan kepada daerah, sementara adanya Keppres itu berarti wewenang investasi kembali ke pusat.

Penutup

Idealnya pemenuhan kebutuhan pasar dalam negeri harus bisa dipenuhi dengan hasil produksi dalam negeri. Untuk itu diperlukan jumlah industri yang memadai, dukungan teknologi tepat guna dan dukungan pendanaan. Program pengembangan ekonomi riil harus bisa menggerakkan roda ekonomi masyarakat secara utuh, dan ini bisa ditempuh dengan menguatkan kegiatan ekonomi berbasis IKM.

Keuntungan kekuatan ekonomi berbasis IKM adalah melepaskan ketergantungan dari produk luar negeri dan juga memberikan resistensi masuknya produk luar negeri sebagai akibat pembukaan pasar bebas karena kebutuhan dalam negeri sudah terpenuhi. Sehingga tidak menutup kemungkinan dalam dekade ke depan, Indonesia bisa menjadi negara industri dengan perekonomian yang kuat berbasis IKM. (Selesai)

Sumber bacaan

[1] Fuji, Monozukuri Chuushou-kigyou Kachi-Nuki Senryaku (Strategi Memenangkan UKM), Penerbit 2004.
[2] METI Jepang, Tabel Statistik Industri, 23 Juni 2006.
[3] Marsudi B. Utomo, Menerobos kebuntuan Teknologi, Berita Iptek Desember 2005.
[4] UU No. 32 tahun 2004.
[5] Monozukuri Hakusho (Buku Putih Industri Jepang), 2004.
[6] Berbagai media online.

Dr. Marsudi Budi Utomo, Senior Staf Shindengen Electric Japan MFG pada proyek "Roda empat" untuk converter dan inverter mobil FC dan HEV, Peneliti ISTECS Jepang, dan Ketua PIP PKS Jepang.