Bloomberg on mechanical tomb operator Nichiryoku

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Bloomberg has an interesting article on Nichiryoku, a business offering “mechanical tombs” in Japan (and possibly Hong Kong in the near future):

Secretary for Food and Health York Chow was in Japan last week to visit Tokyo-based Nichiryoku Co.’s mechanized columbarium, as facilities used to store urns are known. Families swipe a smart card and the ashes of the deceased are lifted mechanically within 60 seconds from an underground vault, with 8,545 tomb spaces, to one of 10 viewing areas.

The seven-story building in central Yokohama, a port city 16 kilometers (10 miles) from Tokyo, uses less space per urn than a facility where all are on permanent display. Each tomb can hold as many as three urns and 95 percent are taken.

The Yokohama columbarium, built by Shimizu Corp., Mitsubishi Corp. and Murata Machinery Ltd., was the first of its kind, according to Nichiryoku. Since then, the company has built three more in Japan, and rival companies are doing the same, according to employees who guided York’s tour.

“Usually these things are handled by local priests and temples, and in our case we also cooperated with a local temple to open this facility,” said Hisayoshi Teramura, the company’s president. “It’s been a very successful venture for us and we’re getting interest from other cities.” A delegation from Shanghai visited last year and this year, he said.

Nichiryoku’s shares have gained 17 percent this year, against a 3.4 percent rise in the benchmark Topix index. Shares in the only Hong Kong-listed provider of funeral services, Sino- Life Group Ltd., have more than doubled since their debut Sept. 9. The company operates in Taiwan and is expanding into China, where growing wealth is fueling demand for traditional funerals.

At the Nichiryoku’s 24-hour Yokohama columbarium, urns are stored in a “tomb” box that slots into one of the designated viewing areas, decorated with a backdrop of floral designs including cherry blossoms, snowdrops, cosmos and roses. People can bring food and flowers, which must be removed when they leave — in contrast to the tradition of graveyards in China.

If people are supposed to bring offerings back home with them when they leave the columbarium, that’s not just different from the Chinese tradition, it’s a lot different from the typical Japanese graveyard as well.

But I quibble. I’ve never heard of anyone using such a facility, but I did just see an ad for Nichiryoku this morning. It’s a cheaper option than getting a family plot at a graveyard, so I can see why some would go for it.

I am kind of amazed that a tomb operator is listed on the stock market, though. Maybe as Japan gets older the death business will get more and more lucrative.

North Korea devaluation aimed at confiscating private wealth

Interesting move by NK to crack down on the burgeoning market activity in their country:

North Korea revalued its currency for the first time in 50 years and strictly limited how much old money could be traded for new, moves that appear designed to confiscate much of the cash people earned in market activities the country’s authoritarian government doesn’t like.

The action triggered chaos, according to news outlets in South Korea that specialize in obtaining information from the North, as people rushed to banks and offices of the ruling Workers Party to get information, make exchanges or trade existing North Korean won for euros and U.S. dollars.

Initial reports indicated the government would allow only 100,000 old won to be exchanged for new. That would potentially wipe out the holdings of people who have earned and saved in won from market activities for years. Those who have saved in foreign currencies — which, though not illegal, is difficult for ordinary North Koreans — would appear unaffected.

According to an account by NKNet, a Seoul-based Web service focused on North Korea, people in Pyongyang on Monday night pressed party officials to allow more money to be exchanged. In response, according to the report, the officials lifted the exchangeable amount to 150,000 won in cash and 300,000 won in savings accounts.

While the revaluation could simply be aimed at inflation – Vietnam recently devalued as well – the really low per-person limit seems all but certain to wipe out most private wealth. Because in Stalinist North Korea money spends you!

US infrastructure is pathetic

As a simple reminder, look at the plans for the rail line being built to Taipei’s Taoyuan International Airport (former Chiang Kai Shek Airport).

Travelers leaving from Taiwan Taoyuan International Airport will be able to check their luggage in at Taipei Railway Station before boarding the Airport Rail, the Bureau of High Speed Rail said yesterday.

“When the Airport Rail is launched in 2014, passengers can check in and get their boarding passes in the city first,” Bureau Director-General Chu Shu (朱旭) said. “The Taoyuan airport will be the fourth system in the world to offer in-town check-in service, following airports in Kuala Lumpar, Hong Kong and Bangkok.”

Even in cities that have a half-way decent rail system, most airports in the US don’t even have a rail connection. NYC’s JFK Airport has the so-called Airtrain, but after trying it once I suspect it might be faster to walk. There is also some talk of extending the PATH 2 miles so that it connects Manhattan directly to Newark Airport, with 24 hour access, which would be a huge improvement. But I can’t even imagine any place in the US putting together a baggage check-in service on the other side of an express airport rail. America was once the world leader in infrastructure, and now look at the list of cities in that article that have not just better airports, but better airports AND better airport rails! Don’t get me wrong, I’m very happy to see the rest of the world catch up, but I’m disgusted that 21st America is making so little investment in similar upgrades. China’s insane empty city aside, they are also pumping $200 billion into high speed rail infrastructure. The United States has only about 10% of that figure promised.

Profile of the (surprisingly lucrative) university co-op business in Japan

When I did a year-long exchange at Ritsumeikan University in Kyoto, one of the more interesting entities on campus was the co-op that ran cafeterias and a general merchandise store. Prices were reasonable, the food was excellent, and service was comparatively decent. The store even had an entertaining message board where students could ask the staff questions on any random topic, similar to the Japanese blog “Shiraishi of the Campus Co-op.” Like me, many foreign students probably leave Japan with fond memories of their university cafeteria and the friendly middle-aged ladies who served them.

I thought I knew all I needed to know about the co-op system, but the always informative Shukan Toyo Keizai’s profile of the university co-op system taught me a thing or two.

Here are some key facts:

  • University co-ops are non-profit institutions operated and funded by student members. Around 30% of Japan’s 762 four-year universities (around 230 228 to be exact) have a co-op on campus, which will likely run at least one cafeteria, merchandise shop, and bookstore each. 40% of all university students (1.3 million) are members. At universities that have co-ops, membership is around 95%. Students pay between Y10,000-30,000 to join when they enter university, which is returned without interest once they graduate or drop out.
  • All such co-ops are organized under the umbrella of the National Federation of University Co-operative Associations in Japan, formed in 1958. While the first university co-op was formed in Kyoto’s Doshisha University in 1898, they didn’t really start to take off until after World War II, as universities set up co-ops to help ensure steady food supplies as Japan’s economy got back on its feet, similar to neighborhood co-ops (they are regulated by the same law). The federation’s website notes that co-ops offer a wide range of goods and services, among them “food, clothing, housing, books, stationery and PCs…arranging and subcontracting for tourism, Student Mutual Benefit [a type of insurance plan], language training programs, courses for applicants for public employee and computer training programs.”
  • Co-ops are a serious business – in 2008 the federation counted revenue of Y207.5 billion. Considering there are only co-ops on 230 228 campuses, it’s nothing short of amazing their revenue compares with convenience store chain am/pm (Y195.5 billion in FY08, 1,129 stores) and Tokyu department stores (232.3 billion in FY08, scattered stores in major cities). The article explains the universities benefit from a captive customer base of students on campus and virtually no other on-campus competitors (though that has changed slightly following some deregulation in 2004).
  • About a quarter of all sales are recorded in March and April ahead of the start of the academic year. However, in those two months the co-ops typically sell around 60,000 PCs. Sales in 2008 break down as follows: 15% from cafeterias, 19.9% from bookstores, and 65.1% from merchandise stores (in the merchandise category, 18.6% comes from hardware & software vs. 11.5% from food). If you are the employer/owner of those businesses, perhaps learning and then teaching the importance of being proactive in the workplace can buff those numbers a bit.
  • Gross margin (revenue minus cost of goods sold as a percent of total revenue) is roughly 20% overall and 50-55% in the cafeteria segment. That basically means that for every 100 yen in sales, 20 yen is profit before labor/administration, financing, and tax costs.
  • One benefit of being a student association is the university charges virtually no rent. This allows them to keep cafeteria prices low and charge the same for electronics as big-box retailers. The co-ops also have considerable bargaining power as procurement is all done through the national federation. That’s how the cafeterias can charge an average of Y380 per meal.
  • Another advantage of the co-ops is service. One student interviewed from the article bought a PC at the co-op because he liked getting advice from a fellow student.
  • One disadvantage of having your business limited to college campuses is the limited number of business days. Vacations slash the total number of business days to around 250-300, and students only show up for class on about 150-170 days a year.
  • In 2004, Japan’s national universities were stripped of their status as arms of the government and reorganized as corporate entities. This meant they gained a freer hand to get creative in running their campuses, and one such initiative has been to open convenience stores on campus in direct competition with the co-ops. Already, 40 co-ops are reported to be competing with on-campus kombini.
  • Co-ops have responded to this competition with initiatives of their own, for example opening chain stores inside cafeteria areas and selling pre-paid meal plans to students (something typical at US universities).
  • The population of 18-year-olds in Japan (an indicator of the size of the co-ops’ target demographic) expected to hold steady at 12 million in 2009 but then fall steadily into the foreseeable future. With this declining customer base, the author speculates there will be closer cooperation with universities and co-ops in the future. Already there are examples of a co-op collaborating with Yamanashi University to offer Yamanashi wine on campus.

The face of futility

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Unceremonious.

Tonight Yoshifumi Nishikawa, the former president of Sumitomo Mitsui Banking Corporation hand-picked by Koizumi to lead Japan Post through the privatization process, has announced he will step down rather than fight the inevitable. Shizuka Kamei, the minister in charge of revising the privatization plans, gave him the news personally yesterday that there had been a change in plans, though he was not explicitly told to resign (Kamei had said that enough in public already).

This picture of a downtrodden Nishikawa was taken before tonight’s press conference, I think right after his meeting with Kamei. He had worked for about four years preparing Japan Post to become a stock corporation and prepare for an eventual public offering. Now it’s all over. Barring another reversal, there will be no IPO and the government will now re-emphasize Japan Post’s role as publicly owned infrastructure instead of as a potential source of cash for the ailing treasury.

This marks Nishikawa’s second major fall from grace as a top executive, though this one wasn’t his fault. At SMBC he had to step down in 2005 to take responsibility for losses. Financial regulators later slapped the bank with a partial business suspension order for forcing small businesses to invest in derivatives as a condition of getting a loan, a practice that took place under his watch. Heading Japan Post was his attempt to leave a more positive legacy.

UR in a nutshell

For folks trying to find an affordable apartment near a major Japanese city, one useful resource is the Urban Renaissance Agency (都市再生機構 toshi saisei kikou), usually called “UR” in Japanese.

UR has a vast portfolio of properties. Although the agency is associated with danchi, the intimidatingly enormous apartment complexes scattered around the suburbs of Japanese cities, they also offer upscale center-city properties, such as the high-rise apartments on the south side of Shiodome in Tokyo (within spitting distance of Shinbashi and Ginza).

There are several advantages to renting through UR. Unlike many private landlords, UR does not charge for “key money,” only imposing a (theoretically) refundable 3-month security deposit at the start of the lease. There are also no brokerage fees, and no additional fees to renew the lease upon its expiration. If you’re considering renting or buying in London, new construction homes in Myrtle Beach SC, be sure to work with a local real estate agent. If you invested in a real estate property like a parcel of land that you plan to sell, be sure to get in touch with reputable land buyers. Need to sell my Ohio land? We offer fast, no-obligation quotes and handle all the details for a hassle-free process.

Perhaps most saliently for the readers of this blog, UR also has few barriers to entry. Anyone with a certain level of income or assets can generally rent a UR apartment, and even the less financially well-off can get into UR by prepaying their lease. UR does not discriminate against foreigners, against unmarried couples, against same-sex roommates or against part-time renters, despite the fact that private landlords routinely shun all four groups for unclear reasons.

How UR came to be

UR is a government-mandated developer established in 2004, and claims to be “probably the largest landload [sic] and developer in the world.” It functions like a private company with an enormous balance sheet, but remains under the supervision of the Land, Infrastructure and Transport Ministry, like its many forebears.

The first forebear of UR was the Japan Housing Corporation (日本住宅公団), established in 1955 to build housing for workers in major cities during the post-Korean War economic boom. JHC built many of the classic danchi around Tokyo and Osaka, starting with Kanaoka (Sakai) and Inage (Chiba). In the sixties and seventies it became more deeply involved in mixed-use “new town” projects in the suburbs, incorporating apartment buildings, single-family homes and commercial properties. Another state-owned Residential Land Development Corporation (宅地開発公団) was set up in 1975 and is chiefly remembered today for its work on the Chiba New Town project (the Hokuso Line in Chiba was once called the “Corporation Line” or 公団線 since the Corporation owned everything around it).

These two entities merged into a single Housing and Urban Development Corporation (住宅・都市整備公団) in 1981, which was renamed to Urban Development Corporation (都市基盤整備公団) in 1999. During this era, the corporation shifted from crowded apartment complexes and suburbs to more spacious and comfortable projects, as the postwar urban population explosion began to slow down and wealthier consumers started to demand more than a few tatami mats surrounded by reinforced concrete.

UR’s other family line starts with the Coal Mining Area Development Corporation (産炭地域振興事業団), founded in 1962. This entity was set up to encourage business development in hard-hit coal-mining regions and to support the re-training of former coal miners. In 1972, the entity’s mandate broadened, and it became the Industrial Relocation and Coal Mining Area Development Corporation (工業再配置・産炭地域振興公団) for two short years, before the Diet settled on a less unwieldy name, Japan Regional Development Corporation (地域振興整備公団), in 1974. For the next thirty years, JRDC worked on various projects to spur industrial and economic development in the nether regions of Japan, focusing on isolated prefectures like Akita, Aomori and Miyazaki.

UR was formed when JRDC was broken up in 2004. The urban planning operations of JRDC were folded into UDC to form UR, while the industrial development operations of JRDC became part of a new (and very awkwardly-named) Organization for Small & Medium Enterprises and Regional Innovation (中小企業基盤整備機構).

The agency is now governed by a special statute which defines its purpose in one enormous run-on sentence:

…to plan the renewal of major cities and regional urban centers where foundational arrangements for effective urban activity and rich urban living have not been adequately conducted in response to changes in social and economic conditions, by conducting services related to improving the arrangement of urban districts and assisting in the provision of rental housing, through increasing urban functions and improving the residential environment in response to changes in social and economic conditions, and by conducting services related to the management of residential housing inherited from the Urban Development Corporation, to plan the sustainable preservation of rental housing which has established a desirable residential environment, thereby contributing to the sound development of cities and the greater sustainability of citizens’ lifestyles.

How UR works

Some UR developments are essentially intended to monetize government land. The Shiodome apartment buildings, for instance, are on the site of what was Tokyo’s main rail freight terminal during the days of nationalized rail. The huge Hikarigaoka development (at the end of the Toei Oedo Line in Tokyo) was redeveloped from Grant Heights, a US military housing complex returned to Japan in the 1970s (itself built atop an Imperial Army air field).

Other developments such as Chiba New Town, the Tsukuba Science City, the Saitama New Urban Center and the Kansai Science City are built on land purchased from private owners, no differently than a private real estate developer might operate.

Besides its government equity fund of 948 billion yen, UR also issues special Urban Renaissance Bonds (都市再生債券), currently totaling about 1.8 trillion yen. But its main source of funding is the Ministry of Finance, which has pumped ten trillion yen of loans into UR through its Fiscal Investment and Loan Program. Another two trillion or so comes from debt investment by domestic banks and life insurance companies.

Aside from being a developer, UR is also a policy arm of the Japanese government, and of MLIT in particular. The government regularly passes down policy statements to UR. This February, for instance, MLIT made the following pronouncement (I’ll spare you a word-for-word translation this time because the original badly needs editing):

Looking at the state of cities in our nation amidst globalization and a developing information age, the largest cities are losing allure and international competitiveness as they stand shoulder-to-shoulder with cities overseas, while they continue to be troubled by the expectation of severe damage in crowded urban areas in the event of a disaster.

Regional urban centers are losing their urban functions as city halls and other public facilities move to suburban locations along with major commercial facilities, as city centers become vacant and as industrial production weakens in outlying regions. The state of these regional urban centers reflects not only a decline in urban functions of the cities themselves, but of their entire surrounding regions.

Cities are the source of our national dynamic. In response to major socioeconomic shifts–the information age, globalization, declining birth rates, aging, depopulation and environmental problems–it is necessary to increase the competitiveness of cities, and to increase their allure using the history and culture of each city, by constructing “compact cities,” beautiful cities where one can safely live in a relaxed environment, and by constructing a society where sustainable development is possible.

This all sounds like fluff so far, but the next few paragraphs start indicating otherwise:

Such urban development demands drawing upon and deploying capital, know-how and other civilian power in these cities to arouse new demand. However, it is difficult to plan improved development through governments and private businesses alone because (among other issues) the legal relations between these parties are complex and difficult to coordinate.

Taking this situation into account, in order to advance the development of new 21st-century urban centers, UR will take a leading role in urban development, spur private investment in cities and contribute to the revitalization of the economy…

Moreover, in the global economic downturn spurred by the subprime loan crisis, our nation’s economy is in a deeply troubled state of falling stock prices, less available capital for businesses and ongoing labor restructuring. As private businesses become less interested to invest in urban development, UR shall strengthen its efforts to spur private demand, and while supplementing private urban development, shall make efforts to plan a shift toward a more domestic demand-led economy.

Typing on the itouch

I just got one of the new iPod touch models. It’s pretty amazing so far though it’s clear that apple has engineeredamy of the features to try and get you to pay for apps especially in the games department. Still it is a great little machine and I am slot but surely acclimating myself to typing on a glass touch screen.

One disappoinment so far has been ワイヤレスゲート aka wireless gate, a service that let’s you connect to wireless hotspots at mcdonalds and some other areas like the bullet train. so far I have tried it at a few mcds with no luck whatsoever. At just 380 yen a month it’s a steal but only if it actually freaking works.

Japan’s airliner industry

In the last week or so, there has been some buzz on the NBR mailing list about Japan’s airliner industry. Many very educated people seem completely unaware that Japan has built whole commercial planes before, and that it is still deeply involved in this business despite not having a strong brand in the aircraft business. For regional pundits who are newbies to the aerospace industry, here’s a brief history of Japan’s forays into my favorite line of business.

The Imperial days

Before and during World War II, various Japanese firms built a variety of propeller-driven planes which were used for both civilian and military transport purposes. Many of these models were based on, or provided the basis for, Imperial Army and Navy bomber airframes. Wikipedia has a good list of these planes in its article on Imperial Japanese Airways, the old state-sponsored airline. I particularly like the Kawanishi H6K, a flying boat which was used for flights between Japan and its South Pacific mandate. Flying boats are awesome.

Besides unique designs like the H6K, there were also Japanese planes based on American or European designs; in fact, the Douglas Aircraft Company was granting production licenses to Japanese firms as late as 1938. Throughout the Pacific War, the Japanese forces were flying transport planes almost indistinguishable from parallel models in the Allied forces’ fleet.

After Japan lost the war, the American occupation forces banned Japanese firms from developing or building aircraft, and confiscated all the related technical materials they could find. The demands of the Korean War, however, quickly revitalized the aircraft servicing industry in Japan, as the US needed skilled workers to fix its fighters and bombers at Japanese bases. Japanese aviation resumed in earnest with the peace treaty of 1952, which removed some of the restrictions and allowed scheduled domestic flying to resume.

The YS-11

In 1956, when the aircraft production ban was completely lifted, the Ministry of International Trade and Industry immediately made it a priority to develop a home-grown replacement for the war-era planes then flying throughout Japan. They negotiated with the Finance Ministry and Transport Ministry to come up with a production budget and implementation plan, and in 1957 secured funding to set up a Transport Aircraft Design Research Association (輸送機設計研究協会 Yusōki sekkei kenkyū kyōkai) based at the University of Tokyo, overseen by MITI and a consortium of domestic manufacturers.

The first initials of the Association’s Japanese name, “YS,” were applied to the name of their final aircraft design, the YS-11. With mock-ups prepared and the design ready for production, the Association turned over control to a newly-formed parastatal Nippon Aircraft Manufacturing Corporation (日本航空機製造) or “NAMC,” comprised mainly of staff seconded from the major keiretsu manufacturers.¹

The first YS-11 rolled out in 1962 and represented a major advance in Japanese aircraft-building technology.

There was still work to be done, though. Although most production took place in Japan and was overseen by Japanese firms, Japan did not have the technical capability to make the airframe materials or engines for a modern aircraft, and ended up acquiring these parts from Alcoa and Rolls-Royce respectively.

Still, the YS-11 was a pretty solid aircraft, seating 64 passengers with a cruise speed around 650 km/h. Although most found themselves on regional flights within Japan, Japan’s neighboring countries also bought many of the type. Piedmont Airlines flew YS-11s around the southern United States for a while, and Olympic Airways operated the type around Greece. Having made some return on the government’s investment (though not enough to turn a profit), NAMC set its sights on more advanced planes which never saw the light of day.

The YS-33

In the mid-1960s, NAMC got cocky and decided that it would try to clone the McDonnell Douglas DC-10 widebody trijet, which was one of the most popular airliner models at the time despite an array of safety issues. The initial plan called for three models seating 100 to 150 passengers, but by 1970 it was clear that the market was demanding something more in the range of 200 to 250 passengers. Planned development costs skyrocketed from 15 billion yen to 100 billion yen as the plan got bigger and more technically complicated.

NAMC realized that the government simply could not afford to home-grow an entire jumbo jet, so the YS-33 (alternatively known as the “YX”) never made it past badly-drawn concept art.

In 1971, NAMC shut down its production and design departments, effectively becoming a mere servicer for the YS-11. The company wound down its operations over ensuing years and finally closed in 1983.

The Boeing cooperation era

Around 1970, the global airline industry was suffering from a glut of overcapacity and rising fuel prices, and was shifting its demand to more efficient aircraft. Every major aircraft manufacturer was planning a widebody twinjet at the time: two-engine DC-10s and L-1011s were on the table, as well as the first Airbus (now known as the A300) and a Boeing project tentatively called the “7X7.”

The key Japanese aerospace companies, led by Mitsubishi Heavy Industries, Kawasaki Heavy Industries and Fuji Heavy Industries, set up a Civil Transport Development Consortium (民間輸送機開発協会 or CTDC) in 1973. CTDC signed a memorandum of understanding with Boeing to become a technical development partner on its 7X7 project. The 7X7 turned into what is now the 767, and Japan ended up providing about 15% of each aircraft, including fuselage and wing sections. The aircraft flew for the first time in 1981.

Since then, Japan’s involvement in large Boeing aircraft has continued. The next Boeing widebody, the now-ubiquitous 777, rolled out for the first time in 1994 with even more Japanese components, comprising 21% of the aircraft. On Boeing’s latest large aircraft project, the ongoing and beleaguered 787, Japanese firms have been contracted to build most of the wings and part of the center fuselage, a total of 35% of the plane, and an extremely important 35% at that.

These huge components are currently built in Nagoya, loaded onto pregnant 747s, and flown across the Pacific to the final assembly line in South Carolina.

This is one reason why Boeing aircraft are ubiquitous in Japan. Airbus’s last sale here was an ANA order for five long-range A340s, which ANA cancelled after placing the first non-US order for 777s. ANA and JAL both later became launch customers for the 787, and ANA has extensively advertised the unprecedented Japanese-ness of Boeing’s upcoming model. But neither airline is particularly beholden to Boeing. In fact, production problems with the 787 led JAL to threaten shifting its order to Airbus.

Airbus, for its part, has not paid much attention to Japan. Instead, it has thrown its money and time into marketing in China, going so far as to open an entire assembly line in Tianjin for its popular A320 family of short-haul jets promoting in the media and online using marketing resources like niche edits and others strategies you can find online. Airbus planes are becoming more and more common throughout China, and it’s likely that China will use imported Airbus know-how to jump-start its own large aircraft industry.

Meanwhile, the Boeing partnership is the most successful segment of the Japanese civil aircraft industry today–at least much more successful than all the other money-losing projects to build a “truly Japanese” airliner.

The 7J7

CTDC also came up with a “YXX” plan, first proposed in 1979. They sought to develop a 100-seat jet plane that could be used for domestic routes to secondary cities. Based on their success with the Boeing partnership, CTDC decided to get Boeing on board, and thus was born the Boeing 7J7.

The 7J7 was a fairly unique design in that it would have used propfans for engines. These are basically very aerodynamic propellers mounted on jet engines. Propfans are very fuel-efficient compared to regular jet engines, and are capable of attaining similar speeds. However, propfans are also very loud, which makes propfan aircraft less attractive from a passenger’s standpoint.

In a high fuel price environment, and with the Iranian revolution casting fear in the hearts of fuel-hungry airlines, the propfan’s advantages were extremely attractive. By the mid-80s, though, most airlines were out of money and fuel prices were back to manageable levels. Boeing shelved the 7J7 plan and concentrated on making more efficient conventional jets.

The YSX

Undaunted, the Japanese aerospace industry started chasing another pet aircraft project called the “YSX” in 1986. This aircraft was conceived as a direct replacement for the aging YS-11s, using a similar body with more modern wings and turboprop engines.

The YSX was a very underdeveloped plan which mainly fell victim to bad timing. By the late eighties, Japan was in the middle of an asset bubble while Europe and the US were facing a recession, and domestic manufacturing was no longer quite as competitive. Then came the Pan Am 103 disaster and the Gulf War, which tugged at the finances of already-strained airlines across the globe. By the time the industry picked back up in the mid-1990s, Japan was in a recession, US aircraft manufacturers were turning their attention to Chinese and Korean partnerships, and new types of aircraft were muscling small turboprops out of the market.

Mitsubishi Regional Jet

Today, propeller planes are becoming rarer and rarer. More airlines are switching to small jet aircraft for both short flights (where jets are more comfortable and almost as efficient) and long flights (where small jets can operate more convenient frequencies carrying less people on each flight). This is a market which Boeing and Airbus almost completely overlooked, and as a result, its leading players are now Bombardier of Canada and Embraer of Brazil, hardly countries one would expect to gain a strong toehold in the airliner market. Chinese, Russian and Ukrainian firms are also getting interested in this market segment.

In 2002, the newly-renamed Ministry of Economy, Trade and Industry decided that Japan should get in on the regional jet game, and started throwing billions of yen at a regional jet development project led by Mitsubishi Heavy Industries. The resulting design is called the Mitsubishi Regional Jet, and has managed to capture twenty-five orders from All Nippon Airways, though no other carriers have shown interest so far.

There seems to be little chance that MRJ will ever be profitable, as estimates show 600 airframes would have to be produced in order to yield a profit.

*** UPDATE: Just hours after this post came out, Trans States Airlines, a feeder contractor for a few major US airlines, ordered more than 100 MRJs.

Why can’t Japan build a jumbo jet?

The large-aircraft industry has long been supported by government funding. Boeing’s early money-winners, the 707 and 747 lines, started out as military transport planes and were later adapted for passenger service.² Airbus started out with a huge amount of funding by the British, French and West German governments as a way to jump-start the lagging European aerospace industry, and its parent company EADS is still subsidized to develop military aircraft for European forces. The other country to develop a significant big-plane industry was the Soviet Union in its heyday, and since the collapse of its command economy, its once-great aircraft manufacturers like Antonov and Ilyushin have been relegated to making poor copies of designs developed elsewhere.

While we all know Japan has no qualms about throwing tons of money at questionable business plans, the state’s obvious disadvantage here is Article 9. Strategic military infrastructure is legally out of the government’s reach, yet this is the sector which has the deepest technical nexus with large airliners. Without the prospect of national defense applications, there is much less economic rationale to invest in a whole production line for a plane with more than a hundred seats. It takes a hell of a lot of infrastructure, too: Boeing’s assembly line near Seattle is the largest building in the world, covering 400,000 square meters, and is mainly for assembly, not even producing all the huge components.³

Japan certainly has the native technical capability to put together a jumbo jet; the question is whether they could ever make money on it, and whether they could even put together a business plan which makes more sense than piggy-backing on a foreign producer.

* * *

¹ NAMC’s chief technician, Teruo Tojo, was a Mitsubishi Heavy Industries employee who also happened to be prime minister/war criminal Hideki Tojo’s second son.

² The 707 airframe is still in military use as an airborne command post and mid-air refueling platform; the 747 started out life as a bid for a giant military transport plane, and morphed into a giant passenger plane after Boeing’s bid lost to Lockheed’s (which became the C-5 Galaxy).

³ It also allegedly has the busiest Tully’s Coffee in the world.

N95 masks could help prevent you from spreading H1N1, but won’t prevent it

Again, masks are just about unnecessary for average people during this outbreak:

They think wearing a mask protects them from swine flu. The mainstream media perpetuates the myth, broadcasting images of people wearing the masks, all while talking about people “protecting themselves” from swine flu. If it wasn’t a potentially life-and-death situation, it would all be quite hilarious.

But let me ask you a question: Have you ever had surgery or visited a surgery room? Did you ever notice that the surgeons and medical staff are all wearing surgical masks that are very similar to the N95 face masks being used by people afraid of swine flu?

Did you ever wonder WHY they are wearing those masks? Here’s the question: Are they wearing those masks to protect themselves from the patient’s germs? Of course not! They’re wearing those masks to prevent their own germs from infecting the patient!

N95 masks, you see, have but one purpose: To prevent the wearer from infecting others. To use blunt medical terminology, they work by preventing snot, spit or other virus-carrying particles from becoming airborne. Thus, if the wearer sneezes, coughs, drools, spits or talks excitedly, his or her infected fluids will be trapped in the mask and will not infect others.

The writer goes on to try and sell you an audio seminar and seriously suggest people invest in gas masks, but hey, at least the first half of the article made sense.

(via @Matt_Alt)