クルマの達人
Bow。さん、逝く。
2024/11/24 18:28 Filed in: 日記っぽい話
Bow。さんが旅立たれた。
親しいと言えるような個人的な付き合いがあったわけではありませんが、「クルマの達人」に登場していただくために取材したときの心地よさをよく覚えています。数年前に、癌を患ったそうだと人づてに知って、少し落ち着いた頃だとも聞いたので携帯電話を鳴らしてみたけど応答はありませんでした。喉の腫瘍だったと後で知りました。
Bow。さんのことを書いた「クルマの達人」を掲載します。2007年のちょうど今ごろの季節に書店に並んだものです。写真は橋本玲さん。誌面に掲載したものとは違う、未公開のカットです。誌面ではもう少し厳しい表情をしたものを使いました。あの頃は誌面に緊張感を持たせるためにそれがいいと思ってのことでしたが、こちら表情の方が、わたしの知っているBow。さんらしいと思います。アトリエのガレージにあった、「TR-3」の写真も添えておきます。この写真が撮られた17年前の時点ですでに40年の連れ合い。誰もが知っている、あのTR-３です。
Bow。さん、やすらかに。
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魂って、本当に存在するんでしょうか。もし存在するとしたら、それはいったい身体のどこにあるんでしょう。やっぱり頭の中、それとも胸の奥かしら。
Bow。さんの仕事場にあるガレージで、コーヒーをすすりながらの楽しい話も終わり、住宅街の細い道をてくてくと散歩のようにのんびり歩きながら、そんなことを考えていた。甲州街道に出る頃には、もう違うことが気になっていたんですけどね。だってこの大通り、今日もすごいクルマの流れ。意識は自然に、走るクルマへと向かいますから。
「実は20代の頃は、ファッション関係の仕事に精を出してたんだ。自動車の絵を描く仕事も十分あったけど、それよりももっと派手なシーンで生活していたような気がするな。だから当時は自動車の絵が仕事の中心っていう感覚は、なかったの。ファッション関係の仕事が面白くて、そっちに夢中だったんだね。
でもね、自動車の絵は頼まれなくてもずっと描いてた。３歳のころからだから、自動車の絵は。
おばあちゃんがね、甲州街道まで散歩によく連れてってくれたわけ。進駐軍の兵隊が乗るアメリカ製の最新型がカッコよくてね。あたりが暗くなって、“和弘、もういいでしょう？”って急かされても、あと少しあと少しって眺めては、家に帰って新聞の折り込み広告の裏に描いてたんだよ。好きだったんだね、自動車が」
Bow。さんの描くクルマの絵は、エッチだと思う。誰が乗ってきて、誰を待ってるのだろう。５分後の絵の景色には、もうそのクルマはいないかもしれない。誰とどこへ向かってしまったのかしら。切り取られた情景の中に時間の流れが見えてきて、妄想が膨らんでしまう。言葉知らずで失礼極まりないが、とてもエッチだと思うのだ。
「そう、僕の頭の中は、とてもエロティックだと思う。注文主からお題を与えられて、それは大抵“こういう色のこういうクルマで”というものなんだけど、少なくとも２日間くらいは、イメージを膨らませてるだけだよね。若い頃に絵を習ったことがあるんだけど、その頃からそうだった。ただ自動車をデッサンするような絵じゃなくて、観てくれる人たちが物語を感じてくれるような絵にしたいんだ。
こういうことなんですよなんていう答えがあるわけじゃなくて、十人十色、それぞれの記憶の中で共鳴する空気を感じてくれればいいと思う。僕の知らないところで、僕には想像もつかない物語が添えられてるのかななんて考えたら、本当にうれしい」
魂って、身体の中にあるんじゃなくて、思いを込めた何かがその人の手を離れた瞬間に、そこに宿るものなのかもしれない。言葉が口を離れて言霊になるように、絵は思いを描きあげた瞬間に魂を宿すのだとしたら、これは最高にエロティックだと思う。どこで誰の感性を濡らすかも分からない。わたしは、Bow。さんの絵、とてもエッチだと思う。
自動車が描きたい
その気持ちは譲れなかった
今も子どもの頃と変わらず、ドキッとした瞬間のクルマのいる風景を頭の中で紡ぎながら、作品を描いているのだというBow。さん。30代に大きな気持ちの転機を迎えたと教えてくれた。
「自分が何をやりたいのかっていうことに、相当悩んだ時期があってね。もちろん生活もあるから、好き勝手やっていいわけじゃないし、でも何か本当に集中したいことに正直に向かい合えていないような自分が嫌になっていたんだと思う。悩んだよ。
でもね、突然ひらめいたの。僕、自動車の絵が描きたいんだって。それがお金になるかならないかは、みなさんが決めてくださることで、仕事にならないから描かないというのは違うだろうって。自動車の絵を描くということを生き方の中心に据えて、ごはんを食べるためにやることなんて、別にどんな仕事でもいい。それでいいやって思えてからは、本当に気持ちが楽になったんだよ。なんだか毎日幸せだなぁって、感じられるんだ」
それでも幸いに、大した浮き沈みもなく今日まで来られたのは、運もよかったのかもねと笑うBow。さん。今や、クルマ好きが集まる場所ならどこででも見かけるあの絵に、そういう逸話があったことに驚いていると、こんなことを話してくれた。
「誰にでもあると思う、僕にとっての自動車の絵のような大切な存在って。それが見つからないって嘆く人が多いみたいだけど、見つけるものなんだと思う。見つける気持ちをあきらめないで、ずっとずっと自分を信じて探し続けなきゃ。
コレだってひらめくのが、20歳だって40歳だって70歳だっていいじゃない。見つけたその目標を頭の上に掲げて、今日は昨日よりも１ミリ近づいたな、あっ今日は昨日より１メートル下がっちゃったから明日は２メートル進もうって。そういうのが楽しいんだよ。それを絶対に仕事にしようなんて構えて疲れちゃうんじゃなくて、毎日地味に働いてるけど、自分にはアレがあるぜ、って思えることが最高に愉快なんだって」
ちょっと格好いいこと言い過ぎてるみたいで恥ずかしいね、と笑いながら、一目惚れして40年連れ添ってきたトライアンフTR３の話をはじめたBow。さん。マロニエの落ち葉道に静かに止まるクルマの絵に感じたあの空気、こういう男のみつごの魂が込められた作品なのだと知った。
「どうしても描き続けたい
自動車の絵を描く動機はそれだけだよ。。。」
※ぜひ、Facebookでわたしをフォローしてください。ブログよりも更新が楽なので、スピーカーシステムの話、クルマの話、はるかにたくさんの発信をしています。簡単な動画ですが、スピーカーシステムの音を車内で録音したファイルも、Facebook内にはたくさんあります。鑑賞だけならアカウントは不要です。下のFacebookのURLから飛べます。
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“The Story Behind the ND Roadster with Mr. Nobuhiro Yamamoto”
2024/10/29 12:13 Filed in: "書き"のお仕事
I wrote about Nobuhiro Yamamoto, the chief developer of the ND Roadster *MX-5/Miata, in a Japanese magazine, and we created an English version for Miata people in English-speaking countries.
According to Yamamoto, he was able to complete the ND Roadster exactly as he originally envisioned, thanks to the excellent teamwork of everyone involved in its development—without compromises from management or technical limitations.
Surprisingly, for such a large company, the unique value of the Mazda Roadster also lies in the fact that management members’ names are recognized as part of the project.
Of course, it was Mr. Yamamoto, as development director, who drew out the full power of this teamwork.
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On September 28, 2014, an unveiling event took place for the new Mazda Roadster *Miata/MX-5, just days before its release. Before a sea of eager fans gathered at the venue, the team members who had brought the Roadster to life stood in a proud row. Among those introduced one by one was an employee responsible for cost management—an unusual sight, as it was the first time I’d seen someone in that role celebrated on stage alongside a brand-new car.
For engineers and designers who chase technical ideals, the finance department, which tightens the purse strings, often feels like a formidable barrier they must overcome to realize their visions. This was certainly true during the development of the new Roadster. It was Nobuhiro Yamamoto, the chief engineer steering the team, who made the bold decision to recognize that finance employee as an interral member of the car-making crew, inviting the gathered fans to celebrate alongside the freshly completed vehicle.
Yamamoto's roots lay in a farming family in Kochi, Shikoku. Horses and cows roamed around him, and his childhood was spent surrounded by fields, helping with seasonal farm work, all while growing close to various machines. Among these, vehicles captured his imagination.
"I remember when I was in kindergarten, there was a guy in the neighborhood who rode a motorcycle. Every time I saw him, I begged to ride it, again and again. One day, he finally said, 'Sure,' and let me straddle the tank. It was a two-stroke Tohatsu. As I felt the vibration of that iron horse beneath me, cutting through the wind, I thought, 'Wow, this is incredible!' That moment filled me with excitement. I can still recall it clearly—that was my first encounter with a car—or rather, a motorcycle."
In those days, it was customary for everyone in farming families to pitch in during the busy seasons, and long before he was old enough to hold a license, Yamamoto was already driving small motorcycles and mini trucks. Like many boys fascinated by machines, he often took apart the farm equipment used for their work, sometimes getting scolded by his father when he couldn’t reassemble them. Then, in his second year of junior high, he stumbled upon the news about the "rotary engine from Toyo Kogyo."
"I immediately applied for a free booklet titled 'Knowledge of the Rotary Engine,' and they sent it to me. As a kid, I didn’t fully grasp what made it so special, but I felt this surge of excitement, as if something extraordinary was about to begin! Back then, when the dentist near my school parked his Mark II 1900SL and my teachers drove Publicas and Corollas, the arrival of the Familia Rotary Coupe made a huge impression on me. Even as a child, I was mesmerized by this car—it was the first in the world to feature a rotary engine, and it was unlike anything else out there."
After graduating from a technical high school, Yamamoto's dream came true when he joined Toyo Kogyo, earning a coveted position in the "Rotary Engine Research Department."
The years Yamamoto spent deeply immersed in the development of the rotary engine provided him with a treasure trove of experience.
“The fulfillment of working on an engine that only we were developing came hand in hand with the immense challenge of having to resolve every issue on our own. It was as if I was living and breathing rotary engines. Whether I was at the company or at home, my mind was constantly occupied with thoughts of the rotary engine. That was the rhythm of my life.
The rotary engine also taught me that in the realm of technology, a correct answer always lies at the end of a logical path, and there are no shortcuts to reach it. I wrote down the words, 'All our actions must be honest and sincere,' and placed them prominently on my desk. Those words truly encapsulated the way the members of the Rotary Engine Research Department conducted their lives.”
The rookie engineer, who had once devoted himself entirely to rotary engines day and night, eventually evolved into a seasoned engineer, overseeing the development of vehicles as a deputy chief engineer, including the second and third generations of the Roadster as well as several SUVs.
More than thirty years after he had submitted his fervent petition declaring, "I want to work on rotary engines no matter what," one day he received a directive to lead a project focused on developing a new FR layout platform, aimed at realizing the next generation of open cars and coupes.
“Without any notice or hint, they simply stated, 'This is the situation, so please take care of it.' They didn’t specify a name like the next Roadster, but it was clear that the project was intended for the advanced development of vehicles such as the Roadster and RX-7. There were no emotional discussions like, 'Do you want to give this a try?' or 'Think it over.' It was delivered as part of a routine personnel shift. I responded, 'Understood, I’ll take it on.' Three days later, I found myself in a new office, sitting at a different desk.
This marked the beginning of a completely different chapter in my career, one that shifted my focus from the specialized engineering field I had known to the broader realm of platform technology development. It all began abruptly at the end of June 2007.”
Due to the impact of the Lehman Shock, the project team led by Yamamoto was temporarily disbanded in its second year. However, they later resumed their efforts with a renewed focus and a clear development goal: the release of the Roadster.
"Looking back now, those were incredibly intense days. Yet, as the chief engineer, I felt that handling this level of responsibility was just part of the job, and I accepted everything with a sense of calm. At least, I never felt like I was under unbearable pressure."
During the development of the Roadster, I had the opportunity to attend a meeting where Yamamoto, alongside engineers from various fields, shared their progress and current challenges. His sharp, relentless critiques flowed one after another, his expression serious throughout the discussions. The engineers’ responses were equally fierce, reflecting the harsh realities they faced in their work.
On the other hand, Mr. Yamamoto, the chief engineer of the development team, had to submit every proposal for approval from the executives of each department while also considering the realities on the ground. Imagining the immense pressure he must have been under, I found myself compelled to ask Yamamoto about it.
“As chief engineer, my role isn’t just about making things; it’s about setting goals. When I first took on this position, I didn’t fully grasp what it entailed. So, I went around asking many senior colleagues for their advice. Some of them had previously disagreed with almost everything I tried to do in my past work. Yet, no matter how much you ponder something unfamiliar, understanding it is often out of reach. In those moments, the only option is to seek guidance from someone who seems to know and let them teach you. Everyone took the time to help me, generously sharing their wisdom.
You shouldn’t merely focus on solving the immediate problems to complete the car. Instead, establish a clear vision of the type of car you want to create, and then think about what needs to be done to make that a reality. Once the vision of your ideal car is set, raise it high so that everyone involved can share in it, continually guiding the engineers along the path toward that goal. ...I learned many other valuable lessons about what I needed to do as well.
I decided to make the new Roadster the most fun-to-drive car in the world and raised that as our goal. I concluded that the key engineering element to achieve this was lightness, and I devoted myself to inspiring everyone to bring that vision to life, guiding the necessary steps along the way. Over time, I also realized that when team members are passionately working toward a shared goal, it’s often better to trust them rather than interfere unnecessarily. Simply saying, 'I’m counting on you,' can yield surprisingly positive results."
Would sharing this kind of on-the-ground perspective help secure approval from the executives?
“No, there’s no such thing as lowering approval requirements based on the situation. The performance and budget targets set at the time of initial approval are essentially non-negotiable. If we don’t meet those, we can’t present it to the executives.
The one-ton weight limit was incredibly challenging. Should we just go all out and use 13-inch wheels, eliminate the power steering, or even scrap the air conditioning? Perhaps we could replace certain parts with aluminum. But no, that would jeopardize our cost targets.
The executives were not going to overlook such issues. 'You said you’d keep it under one ton. Are you really going to set an unachievable goal and leave your team stranded? Why is this costing so much? Drop the LED headlights, forget about aluminum, reduce the number of prototypes—there’s too much labor involved. If you invest this much in a 1.5-liter engine, how can you expect it to be affordable? Get both the weight and cost within target!'
I had to face all of those comments head-on."
So, wasn't it like being under unbearable pressure?
"No," he replied thoughtfully. "But afterward, they’d always come back with suggestions like, 'Couldn’t we reduce the weight by doing this?' or 'Once production starts and we hit our sales targets, the price of the LED lamps will drop significantly, so let’s use that to meet the target.' Both the engineers on the ground and the executives have their own roles to play, with things they must say and things they can’t. But the most crucial aspect is that everyone—both in the field and in management—is aligned toward the same goal. The Roadster had to embody a specific vision; there was no way we could release a car that simply came together by chance. Each person contributed their thoughts on what needed to be done to achieve our objectives, and that’s how we completed the fourth-generation ND Roadster."
After pausing for a moment, he took a breath and continued, "When I first joined the company, I was asked to write down my goals for the next ten years. I wrote in my notebook, 'I will become an engineer who makes the best engine in the world.' But I ended up on a different path from what I had envisioned, and yet, I still had the best time of my life. You never know what tomorrow will bring, and the reality is that, in the end, only the results matter. If all you can do is look back later, you might as well give it your all and enjoy the journey, reflecting on it when it’s over—that’s how I see it.
And let’s not forget that you are where you are because of the people around you. Without gratitude for that, nothing will go well. That’s what I feel as I look at the Roadster, completed just as we all imagined."
"...Not a Car That Simply Came Together, but the Roadster Crafted Precisely as Envisioned: A True Testament to Teamwork."
text:Munehisa Yamaguchi
photo:Masanori Kamide
special thanks:MAZDA
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85歳、現役「クルマの達人」
2024/10/27 04:40 Filed in: "書き"のお仕事
もう初夏の頃のことですが電話を掛けたら、20年も前に原稿を書かせていただいたわたしのことを憶えてくださっていたことが、驚くやらうれしいやら。なにしろ、御年85歳です。すぐに大阪まで顔を見せに行ってきました。なにしろ85歳ですから、20年前にインタビューを取ったときにすでに65歳ですから、工場に出ているよと言われても、看板役としてのお務めかしらと想像していたら、ポルシェのエンジンルームに半身を突っ込んで工具を動かしているじゃないですか。さらに２週間後くらい、カメラマンといっしょに改めて訪ねて取材したときの記事がようやく書店に並びました。
先週の金曜日に携帯電話が鳴りまして。誰かと思ったら鮎川さんで、さっき本が届いた、とてもうまく書いてくれてありがとう、尻がこそばい、と喜んでくれてまして、10冊くらい買いたいというので編集部に手配しますと返しつつ、夏の取材のとき以来、少し話しました。
鮎川日出夫さん、戦前の生まれです。自動車の整備士が”修理屋”と呼ばれて阿呆でもできる糞みたいな仕事と聞かされていた幼少期の後、求められる人材となった高度成長期とモータリゼーションの時代を経て、やり方次第で会社員の何倍もの大きなお金を稼げるようになり、今に至るまでの全期間を現役メカニックとして過ごしてこられました。
今号の「クルマの達人」は、鮎川さんに物心がついた頃から……すなわち80年分くらいの日本の自動車周りの気配をなぞりつつ、ポルシェのメカニックとして多くの人が頼ることになった背景を４ページを使って描きました。同じくらいの時間軸でまた別のメカニックの物語を綴ることは、なかなか難しいことだと思います。カーセンサーエッジ誌12月号に載ってます、ぜひ部屋に持って帰ってゆっくり読んでください。
写真は、上出優之利さんです。
※ぜひ、Facebookでわたしをフォローしてください。ブログよりも更新が楽なので、スピーカーシステムの話、クルマの話、はるかにたくさんの発信をしています。簡単な動画ですが、スピーカーシステムの音を車内で録音したファイルも、Facebook内にはたくさんあります。鑑賞だけならアカウントは不要です。下のFacebookのURLから飛べます。
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山本修弘さんのことを書きました。
2024/09/10 11:42 Filed in: "書き"のお仕事
みにくい「自前サーバーブログ」が続いていますが、もうしばらくご辛抱ください。facebookに寄せられた視聴環境ごとの見え方について、対策を検証しています。
さて、
９月27日発売のカーセンサーエッジ誌、連載「クルマの達人」で、NDロードスター開発主査を務められた山本修弘さんのことを書かせていただきました。
具体的なクルマの話……例えばサスペンションとかエンジンとかデザインとか、そういう話は、ほとんど書きませんでした。ただただ山本さんの目の前に現れた情景とそれについてのご本人の反応を書きました。その中から、我ら凡人の身の丈からでも見渡せる決してスーパーマンではない親しみと、おおよそほとんどの人には真似できない人並み外れた特性を読み抜いていただければうれしく思います。NDロードスターが、いまよりもっと愛おしくなるなるかもしれません。
写真：上出優之利
※ぜひ、Facebookでわたしをフォローしてください。ブログよりも更新が楽なので、スピーカーシステムの話、クルマの話、はるかにたくさんの発信をしています。簡単な動画ですが、スピーカーシステムの音を車内で録音したファイルも、Facebook内にはたくさんあります。鑑賞だけならアカウントは不要です。下のFacebookのURLから飛べます。
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