Summary of the White Paper on Manufacturing Industry
(Monodzukuri) 2013
Presentation
Ministry of Economy, Trade and Industry (METI)
Ministry of Health, Labour and Welfare (MHLW)
Ministry of Education, Culture, Sports, Science and Technology (MEXT)
【Chart 1-2: Changes in Domestic and Overseas Capital Investment】
The trade surplus in the electrical
equipment industry has decreased by
60% since 2005.
(trillion yen)
(FY1995=100)
(FY1995=100)
Transport
equipment
Domestic capital investment
Overseas capital investment
Electrical
machinery
Domestic capital investment
Overseas capital investment
Overseas capital
investment has also
been sluggish.
Automobile industry
自動車
Machinery
Manufactured
goods
Chemicals
Food
Raw materials
Electrical
machinery industry
電気機械
Fossil fuels
A trade deficit exists for
the first time in 31 years
Other
(FY)
Total balance
【Chart 1-4: Comparison of the Competitiveness
of Manufacturing Industries of Major Countries】
【 Chart 1-3: Overseas Business Expansion Forecasts according to Value Chain Function】
Possesses bases for relevant functions outside Japan at present
Strengths of the U.S.: Large GDP, enhanced legislation concerning scientific research and
innovation, and low industrial electricity cost
Weaknesses of Japan: Despite high quality industrial infrastructure, industrial electricity is
costly and legislation to promote innovation is insufficient.
Intends to expand the relevant function outside Japan in the future
Automobile industry
Electrical machinery
industry
(2) Problems and Future Direction:
(i) Industrial infrastructure
(i) Need to “develop a location environment” to bring out the maximum competitiveness
Germany
South
Korea
Value chains
After sale services
Sale
Mass production
(v) Labor
force
Design
Trial product development
Specification
Applied research
Basic research
Product planning/marketing
After sale services
Sale
Mass production
Design
Trial product development
Specification
Applied research
Basic research
UK
(ii) Need to strengthen and maintain technology and facilities which are the source of companies’ potential
competitiveness
Weaknesses of Japan: Low
motivation for overseas business
expansion, low ratios of
international trade (dependence on
domestic markets), unwillingness
to globalize, and low trade value
of goods against GDP
Value chains
【 Chart 1-5: Changes in R&D Expenses by Industry】
U.S
(iii) Technological capability
Strengths of the U.S.: Compared with other
countries, the United States is generally
strong and balanced, and takes advantage of
companies’ capacity to adapt to changes in
markets, active industry-academia
collaboration and technology transfer, as
well as proactive utilization of marketing
technology and high quality business
management education.
(iv)
Managerial
capability
【 Chart 1-6: Superiority of Individual Companies’ Domestic Production
Facilities to Those of Rival Companies】
Reasons for inferiority
(trillion yen)
Total decrease of 1.7 trillion
yen (2007 ⇒ 2010)
Inferior to rival companies
Equivalent
Japan’s traditional business model, which rests on the belief that high-performance, high-quality products sell well, has reached
its limit. A select group of Japanese companies maintains large market shares and is recognized as indispensable throughout
the world, while companies in fields experiencing commoditization due to new emerging country entrants have found
themselves in price competitions and are losing market share (Chart 1-7). Although scale merits are required, a multiple
number of Japanese companies exist in the same industry and their competitiveness is dispersed (Chart 1-8). They are
(FY)
exhausted in a domestic war of attrition.
【
Chart
1-7:
TV
(liquid-crystal
(LCD)
and
plasma)
【 Chart 1-8: Comparison of Capital Investment by
In the fields where commoditization has progressed, companies should shift to new business models which proactively utilize
Market
Size
and
Market
Share】
Japanese and South Korean Electronics Companies】
external resources (outsourcing) rather than adhering to self-sufficient policies, otherwise they should seek to become “global
(trillion yen)
(%,
index)
（兆円）
major” companies through business restructuring, etc. to ensure globally competitive businesses. It is important to create and
（%、指数）
Prices of LCD
14
100
(100 million yen)
液晶テレビ
価格（右軸）
TVs (right
scale)
Remarks: The three Japanese
foster very competitive global top niche companies by properly selecting business fields in which their technology can be
companies refers to Panasonic,
備考：「日系３社」は
12
Sony, and Sharp.
employed to best advantage, while avoiding falling into a competition on scale.
World market size
パナソニック、ソニー、
88.5%
80
Electrical
machinery
Superior to rival
companies
Electronic parts, etc.
General
machinery
Transportation
equipment
(iii) Necessity of transformation of the current business model to the one in which companies demonstrate their
competitiveness
Transportation
equipment
Other
manufacturing
industries
Iron and steel
To use a biological analogy, technology corresponds to the human brain and facilities to muscle; and these are sources of
Japan’s competitiveness. Companies’ R&D activities have declined both quantitatively (Chart 1-5) and qualitatively. Even
advanced technologies sometimes fail to be commercialized. In addition, domestic capital investment has declined by around
30% since 1990. Some industries have successfully maintained the strength of their facilities through maintenance and repair,
while others have lost ground due to speedy investment by emerging countries (Chart 1-6).
First of all, changes to the business environment are required to encourage R&D and capital investment (which contributes to
enhancing the incubation functions of domestic facilities (maturing production technology and developing new products, etc.)).
Furthermore, promoting research and product development fully based on the needs of customers and society, as well as
streamlining and preparation of the regulations which enable prominent technologies to lead to new businesses are important.
Japan
(ii)
Industrial
clusters
(vi) Globalization
Product planning/marketing
Japanese manufacturing is rather expensive compared to other countries due to the effect of exchange rates, energy
constraints, delays in concluding economic partnerships, and regulations have become hindrance in business location. Japan is
superior to other major countries in terms of its technological and industrial clusters, but its location environment is inferior.
(Chart 1-4).
There is an urgent need in correcting this high-cost structure, review the regulations inside Japan and form economic
partnerships, such as the TPP, the ASEAN Framework for Regional Comprehensive Economic Partnership (RCEP), and the
Japan - China – Republic of Korea Free Trade Agreement (FTA). Though the drastic improvement of a location environment,
Japan should aim at the country where companies are able to engage in business most actively in the world.
(FY)
Chemicals
Manufacturing industries have been Japan’s key industries, maintaining domestic employment and supporting trade. In the
1980s, Japan’s manufacturing industries boasted overwhelming international competitiveness, and were intoxicated by the
expression, “Japan as No. 1.” However, due to the prolonged appreciation of the yen and changes in the domestic and overseas
manufacturing environments, the export capacity of the Japanese manufacturing industry has deteriorated, mainly in the
electronics (electrical machinery and consumer electronics) sector. Although business conditions are improving at present,
backed by the correction of the yen’s appreciation and expectations for an exit from deflation, Japan recorded its largest ever
trade deficit of 6.9 trillion yen in 2012, partly due to an increase in imports of mineral fuels (natural gas and crude oil, etc.)
(Chart 1-1).
Although overseas production has expanded mainly in the automobile industry, domestic production has leveled off. In
particular, capital investment has been sluggish in the electronics industry both within and outside of Japan (Chart 1-2).
Medium- and long-term deterioration in competitiveness cannot be denied. Overseas business expansion has diversified, and
design and R&D bases, in addition to mass production bases, may be moved to foreign countries (Chart 1-3). We need to keep
an eye on this trend to ensure that the key functions of Japanese companies - the source of their competitiveness - are not also
moved overseas.
Trade surplus
(1) Recognition of the Current Situation: Fluctuations in the manufacturing industries that have supported
the Japanese economy
【Chart 1-1: Changes in Japan’s Trade Balance】
Trade deficit
Chapter 1 Challenges Facing Japan’s Manufacturing Industries and their Future
Medical goods
Total of the
three Japanese
companies
Automobile(n=619)
Automobile(n=619)
20
0
0
03
04
05
06
07
08
09
Average of the three
Japanese companies
10
Remarks: Changes in the price of LCD TVs are represented by an image.
Sources: Based on the “Quantitative Survey of Japanese Companies’ Competitive Position in the World”
(FY2008-2011 Industrial Technology Survey Commissioned by METI) and “Production Forecasts for the
Global Electronics and Information Technology Industries (JEITA).”
2003
2011
Inferior to rival companies
Bargaining and
negotiation ability
Samsung
Japanese
日本企業の
companies’ sales
売上高（左軸）
(left
scale)
2001 02
Industrial
machinery
Industrial
machinery(n=764)
(n=764)
Electrical machinery
(n=265)
40
Ability to collect and
analyze information
2
39.2%
【 Chart 1-9: Comparison of Managerial
Capability with Rival Companies】
Ability to take action
4
Japanese
日本企業の
companies’
share of
the
world market
世界シェ
ア（右軸）
(right
scale)
New investment is difficult due to overcapacity.
Foresight and
perceptiveness
6
Total of the
three Japanese
companies
with. is difficult due to overcapacity.
New investment
Ability to strategize
8
60
due to a lack of funds.
Rival companies’
investments
have been
toobeen
rapid
keeptopace
Rival companies’
investments
have
tootorapid
keep with.
pace
Ability to make innovative changes
Japan’s business start-up and closure rates are lower compared with western countries. Many Japanese companies hold
inefficient businesses and don’t make use of their human resources, facilities, and other management resources. Industrial
renovation has not made progress.
Development of the business environment is needed to encourage companies to transform their business by effective utilization
of management resources in the unprofitable sectors, or by entering new fields (such as regenerative medicine, renewable
energy, and collaborative areas between agriculture, commerce, and industry), and promoting collaboration among SMEs
(effective use of regional resources, etc.). Japanese business management is inferior in its capabilities to act and to plan
strategy (Chart 1-9). In order to promote renovation, brave decisions and actions by corporate management are requested.
シャープ
10
subordinated to overseas investment.
Production facilities are aging as new investment has become difficult due
facilities are aging as new investment has become difficult
to a lack of Production
funds.
Decisiveness and
ability to make rapid
decisions
(left scale)
世界の市場規模（左軸）
(iv) Need to “facilitate renovation of industry” to promote more effective utilization of inefficiently employed
management resources and strengthen competitiveness
Others
Production facilities are aging as investment in domestic bases is
Production
facilities
are aging as investment in domestic bases is
subordinated
to overseas
investment.
Inferior
Transportation
equipment
Electrical
machinery
General
machinery
Chemicals
Iron and steel
Electrical machinery
Chemicals
Information &
communication
equipment
Chapter 2 Fostering Human Resources in Manufacturing to Achieve a Society
Where all Members Participate
Even in 2030, when the total population is expected to have decreased by 10 million from its current level, we will be able to
avoid a significant decrease in the number of employees if we can successfully realize economic growth and progress in
workforce participation. It is indispensable to build such a society where all members participate in and effectively implement
capacity building contributing to the enhancement of labor productivity.
A report compiled by the Study Group on Employment Policy estimates that the number of workers in the manufacturing
sector can remain at the level of 9.87 million in 2030 if economic growth and workforce participation progress properly.
Fostering human resources in manufacturing is a very important issue.
(1) Skilled Female Workers (Females account for approximately 30% of workers in manufacturing, lower by around 10%
compared to the ratio across all industries.)
Factors that hinder activities of female skilled workers could be the “need to consider the burdens of housework and childcare” and
“fewer female workers who wish success at work” at large companies, together with “fewer duties suitable for the female skilled workers”
at SMEs (Chart 2-1).
More than 90% of companies provide their skilled female workers with the same training that is provided to skilled male
workers. There seems no specific bottleneck for skilled female workers, and manufacturing industries could provide women
with better working environments (Chart 2-2).
In order to encourage women to find jobs in the manufacturing industries, where the ratio of female employees to male
employees is lower at present, it is important to develop working environments comfortable for women and to make efforts to
progress with capacity building of female skilled workers.
(2) Skilled Elderly Workers (While the total number of workers in the manufacturing industries is expected to decline by around
two million over the next ten years, the number of those aged 60 or older will increase by 200,000 or more.)
Most companies consider it advantageous to utilize elderly skilled workers and many cite such merits as “they can hand down
their skills to younger people” and “the company can secure skills and maintain the quality of their products.”
Nearly 40% of companies have failed to facilitate the transfer of skills from older to younger workers, often due to such reasons
as “lack of a clear method of passing on know-how and skills” and “lack of time and extra human capacity for passing on knowhow and skills” (Chart 2-3).
Companies should proactively provide training to existing workers to enable them to adapt their skills to technological
innovation so as not the skills of elderly skilled workers become obsolete. At the same time, support is needed to transfer the
skills to younger people by utilizing the National Trade Skill Test system as well as the Monodzukuri (Manufacturing Industry)
Meister system, under which skilled workers provide practical instruction to the young.
(3) Non-permanent Skilled Workers (Temporary workers account for around 20% of all employees in the manufacturing
industries.)
Only a small number of companies answered that they are “focusing on implementing education and training, and supports
such efforts” or “focusing on career development in the medium- and long-term, and offers the support” with regard to all of
their part-timers, contract workers, and dispatched workers. Compared to part-timers and contract workers, dispatched
workers have even fewer chances to receive education and training or career development support (Chart 2-4 and Chart 2-5).
The education, training and career development support offered by companies to non-permanent workers are generally
insufficient. It is important to encourage workers to utilize career consulting services to enable them to think about their own
careers and make efforts to build their capacities.
It is also important to provide know-how to help each company create training curricula, to offer comprehensive assistance to
their systematic efforts for career progression including in-house human resource fostering (Career Progression Subsidy), and
to support such business operators who provide vocational training to non-permanent young workers or who try to employ
them as permanent workers after the training and retain them ( Grant for Fostering and Retaining Young Workers (Youth Challenge
Grant)).
(4) Future Direction
In addition to the above, the capacities obtained by female and non-permanent workers through vocational training and daily
work should be properly evaluated not only within their respective companies but also beyond them, and lead them to find jobs
(Job Card system and Vocational Ability Evaluation Standards).
(5) Government Measures to Promote and Support the Fostering Human Resources in Manufacturing to Achieve a Society
Where all Members Participate
Measures to foster manufacturing workers
(i) Public vocational training (training for displaced workers, incumbents, and school graduates) (Chart 2-6)
(ii)Career development support (subsidy for business operators, utilization of the Job Card system, and promotion of career
consulting services)
Measures to evaluate skills (National Trade Skill Tests: skill tests are available for 128 job categories as of April 1, 2013; there
is a total of about 4.9 million Certified Skilled Workers)
Infrastructure development to become a Monodzukuri (manufacturing)-based nation
(i) Fostering a skill-oriented mindset by according honor and recognition to Award for Outstandingly Skilled Workers.
(ii) Promotion of occupational skills by organizing various skill competitions (participation in WorldSkills Competition and
International Abilympics（Vocational Skills Contest for the Disabled Persons）, holding National Skills Competition , National
Abilympics （Vocational Skills Contest for the Disabled Persons）, National Skills Grand Prix, and Youth Monodzukuri
(Manufacturing Industry) Skills Competition)
【Chart 2-1: Factors which Hinder Skilled Female Workers
(multiple answers)】
0
20
(%)
40
20.2
19.0
They結婚や出産で退職する女性が多い
often quit their jobs when they marry or have children.
The company needs to consider their housework and
家事や育児の負担を考慮する必要
childcare burdens.
41.2
28.9
がある
It is difficult to have them work overtime or travel on
残業・出張・転勤をさせにくい
company business, or to transfer them.
20.1
Few活躍を望む女性が少ない
of them intend to work harder.
27.7
38.7
25.8
5.0
8.8
They do 経験や知識が不足している
not have sufficient experience or knowledge.
Their male
co-workers do not understand them sufficiently.
男性社員の理解が不十分である
大 企業
Large
companies
中 小企業
10.9
3.1
It is difficult to secure replacements
休業した場合に代替要員の確保が
when they
take leave.
難しい
SMEs
6.7
8.0
There are
not enough duties suitable for female skilled workers.
女性技能者に向いている仕事が少
30.3
ない
40.3
0.0
1.4
It is burdensome to develop a favorable working
働きやすい職場環境(制度や設備)
environment (systems and facilities).
を整備する負担が重い
Other
【Chart 2-2: Working Skilled Female Workers】
26.1
26.1
It is difficult
to secure skilled female workers.
女性技能者の確保が難しい
The company does not know how to utilize female
女性技能者の活用促進の手法がわ
skilled workers.
からない
60
3.4
5.1
4.2
3.2
その他
9.2
12.8
Nothing in particularとくにない
A skilled worker doing assembly work
Source: “Survey on Securing and Fostering Skilled Workers to Achieve a Fully Participatory Society (2012),”
Japan Institute for Labour Policy and Training
【Chart 2-3: Reasons for Failure to Transfer Skills (multiple
answers)】
0
20
40
60
The communication between young workers and
若年と中高年のコミュニケーションが不足し
middle-aged workers is not sufficient.
ているから
23.8
【Chart 2-4: Matters to Take into Consideration in Utilizing PartTimers and Contract Workers, etc. (multiple answers)】
（％）
80
0
20
20.0
22.2
The number of such workers does not exceed a certain level.
人数を一定数以下におさえている
35.5
The work to be assigned to them does not
ノウハウや技能の伝承・継承方法がはっきり
Methods of passing on know-how and skills are not
clearly specified.
していないから
11.9
Young skilled workers lack capacity and motivation.
若年技能者の能力や意欲が不足しているから
29.5
The company does not have enough time and
技能やノウハウを伝承するための時間的・人
personnel for passing on know-how and skills.
的余力がないから
Veteran workers are unable to keep up with the rapid
技術進歩の早さにベテランがついていけない
progress of technology.
から
49.3
0.0
3.4
31.9
The company focuses on helping them develop their
中長期的なキャリア形成やキャリア形成支援に
careers in the medium- and long-term, and offers the
力を入れている
support.
Other
中小企業
その他
Nothing in particular
活用にあたって心がけている点はない
Source: “Survey on Securing and Fostering Skilled Workers to Achieve a Fully Participatory Society (2012),”
Japan Institute for Labour Policy and Training
47.4
32.6
37.8
10.5
13.4
training, and supports such efforts
大企業
7.1
2.6
43.2
46.8
The company focuses on implementing education and
教育訓練の実施や実施の支援に力を入れている
66.7
Large companies
SMEs
その他
Other
The company aims to assign them
能力に応じて仕事を与えるなどの工夫をしてい
work depending on their capacity.
る
The company has them attend group activities and QC
職場の小集団活動やQCサークルなどに参加させ
circles at the workplace.
ている
The company makes efforts to treat them properly in terms
労働条件(賃金・労働時間)や配置に関して、働
of working conditions (wages and working hours) and
positioning, in accordance with their performance.
き方に応じた処遇ができるよう心がけている
28.6
24.3
The company has failed to secure a sufficient number
若年技能者を十分に確保できていないから
of young skilled workers.
32.6
33.0
expand beyond a certain scope.
担当する業務を一定の範囲に制限している
54.8
50.6
（％）
60
40
3.2
4.2
Large companies
大企業
3.2
0.4
SMEs
中小企業
13.7
9.3
Source: “Survey on Securing and Fostering Skilled Workers to Achieve a Fully Participatory Society (2012),”
Japan Institute for Labour Policy and Training
【 Chart 2-5: Matters to Take into Consideration in Utilizing
（％）
Temporary Workers, etc. (multiple answers)】
0
20
40
60
【 Chart 2-6: Training for Displaced Workers at the Polytechnic Center】
25.6
30.1
The number
of such workers does not
人数を一定数以下におさえている
exceed a certain level.
The work to be assigned to such workers does not
expand beyond a certain scope.
担当する業務を一定の範囲に制限している
47.1
The company aims to assign them work depending on
能力に応じて仕事を与えるなどの工夫をしてい
their capacity.
る
29.1
The company has them attend group activities and QC
職場の小集団活動やＱＣサークルなどに参加さ
circles at the workplace.
55.8
35.7
23.3
22.1
せている
The company makes effort to treat them properly in
労働条件（賃金・労働時間）や配置に関して、
terms of working conditions (wages and working
hours) and positioning, in accordance with their
働き方に応じた処遇ができるよう心がけている
performance.
教育訓練の実施や実施の支援に力を入れている
The company focuses on implementing education and
training, and supports such efforts
中長期的なキャリア形成やキャリア形成支援に
The company focuses on helping them develop their
careers in the mediumand long-term, and offers the
力を入れている
10.5
13.4
Large
companies
大企業
3.5
7.6
SMEs
中小企業
0.0
1.9
support
Other
その他
Nothing in particular
活用にあたって心がけている点はない
3.5
0.7
16.3
12.0
Source: “Survey on Securing and Fostering Skilled Workers to Achieve a Fully Participatory Society (2012),”
Japan Institute for Labour Policy and Training
Training for the technical metalwork course
Chart 3 Education, Research and Development to Support the Foundations of Japan’s
【Chart 3-2: Durability determination
(Colleges of technology Design Competition)
【Chart 3-1: Number of New Graduates
Who Successfully Found Jobs (FY2011)】
Manufacturing Industries
(1) Efforts by Universities (Engineering), Colleges of Technology, Specialized Upper Secondary
Schools, and Specialized Training Colleges to Foster Manufacturing Human Resources (Chart 3-1)
Universities (engineering) provide practical engineering education in collaboration with industries.
Colleges of technology provide experience-oriented specialized education with a focus on experiments and practical
training sessions (Chart 3-2).
Specialized Upper Secondary schools work on unique projects to foster future specialists in collaboration with
universities or research institutes (Chart 3-3).
Specialized training colleges make efforts to enhance practical and professional knowledge and technology in
collaboration with local industries and to develop new learning systems to foster core professionals in each growth field.
Since FY2012, MEXT has supported the efforts by universities to foster capabilities required for global human
resources and educational collaboration with foreign universities. Colleges of technology are carrying out programs by
dispatching their students to overseas companies to develop international sensibilities.
As measures to restore manufacturing industry in the areas affected by the Great East Japan Earthquake, MEXT
supports the efforts to promote industrial recovery conducted by universities.
Upper secondary
schools
(engineering-related
courses)
Colleges of
technology
Universities
(engineeringrelated
departments)
Number employed
51,086
5,854
43,905
Number of workers
engaged in
production processes
or labor services
(percentage)
32,235
(63.1%)
37
(0.6%)
262
(0.6%)
Number of workers
engaged in
professional or
highly-technical
tasks (percentage)
4,801
(9.4%)
5,450
(93.1%)
32,480
(74.0%)
【Chart 3-4: Participants Making a Paper Plane
(National Museum of Nature and Science, Tokyo)】
Sources: MEXT “School Basic Survey”
【Chart 3-3: Creation of a Machining Center Program
as a Cooperative Company】
(2) Enhancement of Educational/Cultural Capacity to Foster Manufacturing Human Resources
The new Courses of Study (school curriculum guidelines) continue to focus on manufacturing education and improve
the teaching contents of technology and home economics classes. The government is comprehensively pushing ahead
with enhancements in science and mathematics education that will underpin science and technology.
Preparation of teaching materials for practical career education and establishment of the system which helps
students to be independent socially and vocationally at the higher education phases.
The National Museum of Emerging Science and Innovation (Miraikan) provides opportunities for visitors to think
about a sustainable social system, etc. While The National Museum of Nature and Science, Tokyo, holds exhibitions
and provides educational support activities to increase people’s interest in manufacturing industries (Chart 3-4).
Efforts to hand over manufacturing traditions to future generations are made by fostering successors to important
intangible cultural properties and protecting selected conservation techniques.
【Chart 3-7: Total Number of University Ventures】
[Total number of university ventures]
300
2027
252
Number for each fiscal year
(i) Research and development in fundamental manufacturing industry technologies
167
1000
100
(ii) Promotion of Research and Development Based on Collaboration between the Government,
Industry, and Academia (Chart 3-6)
MEXT launched initiatives to create ventures from universities targeting the global market in FY2012 (Fig. 3-7).
Building platforms where the government, industry and academia can share human resources, facilities, and
intellectual property to engage in innovative R&D activities are promoted. The development of commercialization by
the companies that utilize technology owned by universities is also promoted.
The environment is prepared for universities to implement collaborative activities between industry and government,
through deploying coordinators, etc.
Efforts to achieve the excellent concepts that contribute to the creation of regional innovations in the affected areas
are supported.
14,974
16,000
14,000
14,779
13,790
15,544
400
16,302
350
12,489
300
12,000
250
10,000
200
8,000
6,000
311
286
339
295
334
314
150
(number of
projects)
7,000
6,000
3,000
2,000
2,000
50
1,000
FY2006
FY2007
FY2008
FY2009
FY2010
FY2011
(100 million
yen)
Amounts received
for research
5,945
6,185
6,056
140
5,760
120
100
4,000
100
0
6,005
80
117
115
113
60
112
98
87
40
20
0
0
FY2006
FY2007
FY2008
FY2009
74
41
33
19
9
56
108
FY2010
FY2011
(number of
600
47
400
244
149
200
75
0
The total
Number of ca ses in
which pa tent rights ha ve been exercised
a nd a mount of income
In Japan
Overseas
applications)
（件）
国内出願件数 外国出願件数
11,000
9,869 9,435
10,000
9,090
8,801 8,675 9,124
9,000
8,000 1,808 2,987 2,455 2,002
2,185 2,617
7,000
6,000
5,000
4,000 7,282
6,882 6,980 6,799 6,490 6,507
3,000
2,000
1,000
0
69
395
47
Number of pa tent a pplica tions
5,000
4,000
0
Number of
projects
6,179
800
90
Number for each fiscal year
Commissioned resea rch projects
from priva te compa nies
(100 million
Amounts received yen)
for research
757
562
【Chart 3-6: Changes in the Number of Joint
Research Projects at Universities, etc.】
Number of
projects
1400
1200
95
47
(number of
projects)
1235
983
0
18,000
1600
166
151
150
50
Joint resea rch projects
with priva te compa nies
1800
210
1487
2200
2000
1697
195
200
2143
1863
250
(3) Promotion of Research and Development to Enhance Industrial Strength
The development of measurement and analysis techniques/equipment is promoted to dramatically improve the
performance and reduce the cost of fuel cells, etc.
Joint use of the Super Photon ring-8GeV (SPring-8), the SPring-8 Angstrom Compact Free Electron Laser (SACLA),
and the Japan Proton Accelerator Research Complex (J-PARC) are promoted to support research and development in
manufacturing industries by utilizing quantum beam and photon science and technology.
The K computer, which has the world’s highest level computational performance, was completed in June 2012, and was
started operations for researchers and engineers shared from the end of September 2012. One of the results of research
utilizing the K computer was awarded the Gordon Bell Prize in November 2012 (Chart 3-5).
In response to societal needs, research and development on materials including nanoscale new material creation and
structural control has been conducted.
252
226
2074
1953
The total
【Chart 3-5: The K Computer】
(number of
cases)
Number of
実施等件数
cases
6,000
4,968
(million
yen)
（百万円）
1,600
5,645
1,400
5,000
4,234 4,527
4,000
3,000
Amount of income
実施等収入額
1,200
3,532
1,000
2,409
800
1,446
2,000
801
986
774
1,092
891
FY2006
FY2007
FY2008
FY2009
FY2010
FY2011
18年度 19年度 20年度 21年度 22年度 23年度
600
400
1,000
200
0
0
FY2006
FY2007
FY2008
FY2009
FY2010
FY2011
18年度19年度20年度21年度22年度23年度
* Figures in red are the total numbers.
Amounts received for commissioned
resea rch projects
from priva te compa nies
Amounts received for joint resea rch
projects with priva te compa nies
(million yen)
National universities,
etc.
Public universities,
etc.
Private universities,
etc.
Total
2006
2009
2010
2011
23,226
24,070
25,468
26,522
1,309
1,383
1,446
1,637
4,051
3,998
4,493
5,274
28,585
29,451
31,407
33,433
(number（件）
of
applications)
(million yen)
National universities,
etc.
Public universities,
etc.
Private universities,
etc.
Total
Amounts of income arising from
the exercise of patent rights
Number of patent applications
2006
2009
2010
2011
3,857
4,623
3,793
2,874
819
885
622
653
7,030
5,719
5,349
5,141
11,706
11,227
9,765
8,668
National universities,
etc.
Public universities,
etc.
Private universities,
etc.
Total
2006
2009
2010
2011
7,003
6,652
6,373
6,836
369
539
578
606
1,718
1,610
1,724
1,682
9,090
8,801
8,675
9,124
(million yen)
National universities,
etc.
Public universities,
etc.
Private universities,
etc.
Total
2006
2009
2010
2011
567
638
1,135
885
18
39
38
39
217
214
272
167
801
891
1,446
1,092