Institute for Materials Research
Tohoku University

External Evaluation Report
2018PrefaceThis is the report of the external evaluation which was made for the Institute for Materials Research(IMR), Tohoku University, in 2018.
The external evaluation of IMR has been made approximately every 6 years since 1995: 1st in April
1995, 2nd in November 2000, 3rd in October 2006, 4th in January 2013, and this time was the 5th in
October to December 2018. A characteristic in this 5th external evaluation different from the pastones was to be international, inviting 6 overseas members among 17-strong members in theevaluation committee.
The external evaluation in 2018 was made with two stages. In the first stage overseas members wereinvited to join the international conference “Summit of Materials Science (SMS) 2018” organized
by IMR on October 29th to 31st. Each overseas member made an evaluation report based on thepresentations of IMR researchers in SMS2018. In the second stage, domestic members gathered in
IMR on December 4th and 5th, to interview IMR researchers, and summarized an integrated reportbased on the interviews and with reference to the reports by overseas members.
The external evaluation has covered different activities in IMR: research including project-type andcollaboration-type, education, management, organization, personnel, infrastructure, budget, andcooperation with industry. The report includes a lot of valuable suggestions and advice for us toconsider the future of IMR. On behalf of IMR, I would like to express the deepest gratitude to Prof.
Tomoyuki Kakeshita, the chair of the external evaluation committee, and all the committee members
for their great efforts.
During the external evaluation, we had got good news: IMR was certified as the international joint
usage/research center (IJURC) for materials science by the Ministry of Education, Culture, Sports,
Science and Technology, MEXT. The IJURC system is a new system established in 2018, and only
six research institutes in four national universities, including IMR, Tohoku University, were selected
as IJURC among more than 100 research institutes and centers in Japanese universities. Thisevidences our high research activities with international collaboration in IMR. Making full use of theadvice and suggestions in this report of the external evaluation, we will further enhance our activities,
and contribute to the development of materials science and communities.
Finally I would like to thank again the the external evaluation committee members, and also all the
IMR people concerned with the external evaluation.
December 2019
Koki Takanashi
Director
Institute for Materials Research
Tohoku University

External Evaluation Report
Contents
1. Introduction ・・・・・・・・・・・・・・・・・・・・・・・・・・・ 3
2. Research institute principles and goals ・・・・・・・・・・・・・・・・・ 4
3. Operation, organization and personnel, infrastructure and budget（1） Operating organization ・・・・・・・・・・・・・・・・・・・・・・ 7（2） Research organization ・・・・・・・・・・・・・・・・・・・・・・ 9（3） Faculty organization and personnel

・・・・・・・・・・・・・・・・12（4） Research support organization ・・・・・・・・・・・・・・・・・・・ 15（5） Research institute infrastructure ・・・・・・・・・・・・・・・・・・ 16（6） Budget

・・・・・・・・・・・・・・・・・・・・・・・・・・ 17

4. Research activities（1） Current state of research and planning for the future ・・・・・・・・・ 19（2） Research outputs and dispatch of information ・・・・・・・・・・・・・ 21（3） Joint usage and research with domestic and overseas parties ・・・・・・・ 22（4） Collaboration with other departments and institutions ・・・・・・・・・ 24
5. Educational activities（1） Undergraduate and graduate education ・・・・・・・・・・・・・・ 26（2） Development of young researchers ・・・・・・・・・・・・・・・・ 27（3） Adult education ・・・・・・・・・・・・・・・・・・・・・・・・ 28
6. Industry-academia-government and society-academia collaboration ・・・・・ 29
7. State of progress in mid-term goals and plans ・・・・・・・・・・・・・・ 30

－1－

- 1 -

8. Summary and recommendations ・・・・・・・・・・・・・・・・・・・ 31
Appendices ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 39
1. Evaluation parameters ・・・・・・・・・・・・・・・・・・・ 40
2. Evaluation Committee members ・・・・・・・・・・・・・・・ 41
3. Evaluation Committee on-site investigation schedule ・・・・・・・ 42
4. Interview by Evaluation Committee ・・・・・・・・・・・・・・ 44
5. IMR organization chart ・・・・・・・・・・・・・・・・・・・・ 47

－2－

- 2 -

1. Introduction
This report summarizes the findings of the fifth external evaluation of the Institute forMaterials Research (the “IMR”, also known as “Kinken”) of the Tohoku University
performed over a total of five days, from 29 to 31 October 2018 (Heisei 30) (Foreign
Committee members) and on 4 and 5 December 2018 (Heisei 30; Domestic Committee
members). After being incorporated, national universities are obliged to formulate andoperate in accordance with a statement of its mid-term goals and plans, and to undergo
evaluation of implementation. Each university is also subject to institutional certified
evaluation and accreditation once every seven years, a program for evaluation on fulfillmentof basic conditions as a university. Unlike that program of prescribed external evaluation,
the present evaluation is based on independent evaluation parameters established by IMR.
The evaluation was made based on on-site investigation during the abovementioned 5day on-site visit and the progress report submitted prior to the visit. The previous (thefourth) external evaluation, covering FY2007 (Heisei FY19) to FY2012 (Heisei FY24), wasperformed in January 2013 (Heisei 25) under the leadership of committee chairman Tatau
Nishinaga, with the fourth External Evaluation Report issued in May 2013 (Heisei 25). In
this (fifth) evaluation was, at the first time, experts from outside the IMR as committee
members were selected not only from Japan but also from foreign countries, and requested
to evaluate the performance of the institute. This External Evaluation Report shows thefindings on the general research activities of the IMR in the six years from FY2013 (Heisei
FY25) to FY2018 (Heisei FY30).
The evaluation is an inquiry into the validity of the IMR principles and objectives,
whether its operation is performed without problem, whether the present research activities
are indeed being performed well, and whether it contributes sufficiently to industryacademia-governmental collaboration or to regional society, and other aspects. Unlike theinstitutional evaluation, it is conducted through external eyes without accompanying
matters such as bestowal of awards or modes of punishment. Rather, its mission is toperform rigorous assessment of IMR achievements and to provide valuable advice on the
future perspective.

－3－

- 3 -

The parameters of this external evaluation requested by the IMR are as shown in Annex
1 at the end of this report. Together with the above-described evaluation of the present
overall state of the IMR are included evaluations of the present performance of eachresearch laboratory and its joint usage and affiliated facilities. For this purpose, evaluation
was performed on the basis of manager interviews together with overviews prepared by the
IMR on research laboratories and affiliated facilities, reference documents including the
response to recommendations from the IMR fourth external evaluation, overviews of the
IMR and various relevant pamphlets. The evaluation was performed by the 17 members of
the Evaluation Committee shown in Annex 2. The on-site investigation by the External
Evaluation Committee was performed under the schedule shown in Annex 3. The Foreign
External Evaluation Committee members participate in the 29 and 30 October 2018 (Heisei30) symposium called the Summit of Materials Science 2018 (SMS2018), with the lecturesand poster sessions given by the IMR director, Koki Takanashi, and other IMR faculty
members. On 31 October, the Foreign Evaluation Committee was convened and a general
discussion was held on how to proceed in the evaluation. In the Domestic Evaluation
Committee meeting, a description on the principles and goals, history, operational state, andachievements in research and education was presented by the IMR director. After a general
discussion on the manner of proceeding in the evaluation, interviews of IMR laboratories
and centers were made by separating areas of responsibility for two days. The evaluatedlaboratories or centers and related Committee member are listed in Annex 4. After theseinterviews, a general meeting of the Committee members was next convened on the secondday, followed by further exchanges between the IMR administrative executives and thecommittee members.

2. Research institute principles and goals
The IMR has a long tradition marked in 2016 (Heisei 28) by the centennial of its founding
in 1916 (Taisho 5) as the 2nd division of the Provisional Institute of Physical and Chemical
Research at Tohoku Imperial University Faculty of Science. In 1919 (Taisho 8) it was
renamed the Tohoku Imperial University affiliated Iron and Steel Research Institute, with

－4－

- 4 -

Dr. Kotaro Honda as its director. It was the first research institute in Japan established at auniversity by governmental mandate. In 1922 (Taisho 11), together with its establishment
anew as the Institute for Materials Research with a three-laboratory structure, its range of
research was expanded from iron and steel to include light metals and non-ferrous metalalloys. As part of the postwar university system reform, in 1949 (Showa 24) under the
research institute development program it gained a 21-laboratory structure. This was later
followed by the addition of four new departments of nuclear reactor materials, and in 1987
(Showa 62), it was reorganized as a countrywide collaborative research institute, and withthe expansion of its research materials to the present wide range of industrial applications
and no longer limited to metals. With the national university incorporation of 2004 (Heisei16), the IMR was designated an affiliate of National University Corporation Tohoku
University. In 2010 (Heisei 22) it was certified as a Joint Usage/Research Center formaterials science. In 2016 (Heisei 28) this center was accorded the highest S rating and it
received renewed certification. The IMR was certified in 2018 (Heisei 30) as an
International Joint Usage/Research Center.
In accord with this history of development and growth, the IMR honors the following
principles in its performance of research and education.
“The Institute for Materials Research (IMR) contributes to human civilization and wellbeing through the creation and application of truly useful materials by research on metals,
semiconductors, ceramics, organics, and many others, including its compounds,
composites, and structures.”
With this as its guiding concept, the IMR is advancing in its third mid-term goals andplans for FY2016 (Heisei FY28) to AY2021 (Heisei FY33) with the following basic goals.
“Since its founding as a center of excellence (COE) in research on substances andmaterials, the IMR has worked at the forefront and led internationally in substance andmaterials scientific research and created many new substances and materials that havecontributed substantially to forming the basis for the high-level industrial societies in the

－5－

- 5 -

20th century. The basic goals of the IMR are to continue to work in the 21st century as aninternational COE for elucidation and creation of a wide range of new metals and othersubstances and materials through theoretical exploration and applied research in materials
science, and for education and development of leading researchers in materials science, as
well as to strive for advancements in materials science that provide the base forenvironment and energy, biology, information and communication, high-level safe spaces,
and other fields at the leading edge of science and engineering, for contributions tosustainable growth of human civilization and human prosperity.”More specifically, we are working to:
1. Create new metals and other substances and materials in a wide range as an international
Center of Excellence (COE).
2. Educate and develop researchers who will advance materials science in Japan, as a corebase for joint research in materials science.
3. Advance the level of applied research in environmental energy, biology, information andcommunication, high-level safety in life spaces, and other fields of leading-edge materials
science and contribute to sustainable development of our society and human prosperity.
This is conducted by 27 research laboratories comprising four research fields of (1)Energy-Related Materials, (2) Infrastructure Materials, (3) Electronic Materials, and (4)Fundamentals of Materials Science. They are working to advance research in these fields
and have constructed systems that stimulate and advance inter-field and inter-divisioncooperation. These research efforts are supported and external dispatch of information ofachievements and internal and external cooperation in IMR research are strengthened by
five research facilities, three Collaboration Research Centers, and two government projects
and are supported by Administrative Office and other research support organizations. These
organizations are listed in Annex 5.

－6－

- 6 -

3. Operation, organization and personnel, infrastructure, and budget(1) Operating organization
The IMR operation is essentially managed with the following configuration.

In response to the national university incorporation of 2004 (Heisei 16), the IMR
established its Executive Committee which facilitates strong leadership by the director.
Under it, various offices have been provided to enable clear, definitive embodiment of thedeterminations. In correspondence, faculty meetings perform the role of a parliamentaryassembly. The system provides a superior separation of deliberation and implementation,
analogous to that of executive and parliamentary branches. This structure is estimable andall aspects of the operating organization necessary for the IMR activities are effectively
considered and adopted.
IMR operation involves determination of the personnel, budgeting, research strategy withconsideration for future of the IMR, and education. Key questions include the manner andextent to which the leadership of the director is reflected in these aspects. The leadership ofthe director and the IMR executives supporting the director is desirable in its effects on the

－7－

- 7 -

personnel, budgeting, and research strategy with consideration for future of the IMR. It isdeemed key to achieving favorable results that the director, the Office of Strategy Planning,
the Office of Research Planning, and other related faculty members discuss these aspects
effectively and apply leadership in advancement of the operation. In this regard, theempathy of staff members for strategic determinations by the executives is crucially
important. We recommend deepening the usual discourse and information sharing with thestaff members. In that sense, the current customary lunchtime interchange with professors(discussing with all professors the matters for decision in deliberations at Executive
Committee and obtaining consensus) and similar exchanges are of the essence. In summary,the following are particularly important for effective leadership by the director.
(I)

Decisions on personnel are extremely important. Securing able researchers canindeed secure the future of the IMR. On the organization chart, the Characterizing
Committee of Research Laboratory and the Selection Committee of Head Professor
perform their activities under the Faculty Meeting. However, whether such operation
is effective may not be so clear from the director’s leadership perspective. It is ofcourse deemed important that the abovementioned Characterization Committee,
with full communication of the view of the executives (director and Office ofStrategy Planning), seeks the view of internal Faculty Meeting. As an example, it isexpected that adding multiple external experts to the Characterization Committee
can eliminate the common tendency of large organizations for conservative
movement (simply maintaining the status quo or continuity of custom), and thus
enable neutral, unbiased deliberation. In this regard, it is desirable to delineate whatis necessary. Other aspects relating to personnel will be noted in the description offaculty organization.

(II)

Possibility of growing financial problems in future decades (annual decline inrevenues from management grants. Budgeting will be described below.) is
undeniable. In view of the decline, the mid- to long-range concept of future research
activities together with future equipment utilization should be determined as soon as

－8－

- 8 -

possible and strategic measures such as reducing or constraining costs will benecessary. It will also presumably be necessary to utilize the leadership of thedirector to show in specific terms the research activities in view of the future of IMR(more on this in the description of research organization). In that regard, it isimportant to consider the level as international research institute that to be pursued
by the IMR among present vigorous research activities in the U.S., China, andEurope. Elucidating the areas of superiority to top-ranking overseas research
institutes will enable objective evaluation of the world level of IMR and eachdivision. Delineation will be required in all of the above.
(III)

With the rising burden on the IMR faculty for decision making such as regardingorganizational operation, project, and research funding strategy, it will presumably
be important to construct an organization in which URA and other research
management experts can perform efficient long-range activities, and a plan for the
future in that regard should be delineated.

(2) Research organization
The IMR is a leading Japanese university-affiliated collaborative research institute witha tradition of preeminent advances in research extending more than a century since the timeof its initial director Kotaro Honda. It is recognized as a world-renowned core research
institution for research on substances and materials. Its research organization, with deep
consideration for current social circumstances and the results of internal and external
evaluations, has transitioned as appropriate through establishment of new organizationalmodes in concert with reformation and integration of existing modes. The detailed present
IMR organization (the research configuration) are shown in Annex 5 and, as previously
noted, the research activities are performed in a structure comprising the 27 researchlaboratories (but excluding guest divisions) under four major research divisions of (1)Materials Property, (2) Materials Design, (3) Materials Development, and (4) Materials
Processing and Characterization, five research facilities (International Research Center for

－9－

- 9 -

Nuclear Materials Science, Cooperative Research and Development Center for Advanced
Materials, High Field Laboratory for Superconducting Materials, Collaborative ResearchCenter on Energy Materials, and Trans-Regional Corporation Center for Industrial
Materials Research), three Collaboration Research Centers (Center for Computational
Materials Science, International Collaboration Center, and Center of Neutron Science forAdvanced Materials), and two government projects (Creation of Life Innovation Materials
for Interdisciplinary and International Researcher Development and Professional
Development Consortium for Computational Materials Scientists) and supported by theTechnical Service Center affiliated with the research support organization and theAdministrative Office. The new organization constructed in the time period under current
external evaluation is the Collaborative Research Center on Energy Materials establishedin 2015 (Heisei 27), which is a key organization for the IMR and is worthy of highevaluation for its construction. The research organization of the IMR, including the neworganization which has been achieved as a consequence of historical transition.
Combination of research divisions based in traditional and innovative fields and affiliatedfacilities and centers noted for joint usage of large-scale equipment in its main mission alongwith other organizations is recognized as an organization opening doors domestically andoverseas which is worthy of high evaluation. It will thus attract external funding and inviteinterplay among different fields. The following indicates some of the paths that lie ahead
for further advances in research.
(I)

To cultivate new seeds generated through bottom-up research in multiple fields andbring them to blossom and fruition as future materials research, the IMR takes thebasic policy of maintaining the existing small-laboratory system (four researchdivisions - 27 research laboratories). However, isolation of the small laboratories
may occur and pose a problem if the walls between them are too high. This wasnoted in the previous external evaluations. It is worthy of high evaluation that in the
post-incorporation mid-range plan you have therefore newly established the threepriority-research fields (Infrastructure Materials, Energy-Related Materials, andElectronic Materials) and the Fundamentals of Materials Science field and, while－10－- 10 -

maintaining the four research divisions - 27 research laboratories as the baseremoved the boundaries and constructed a system for cooperation between the threepriority-research fields with high societal needs and the Fundamentals of Materials
Science field. The allocation of engineering and science faculty performed inawareness of the basic and applied dimensions of each field is also acknowledged.
As noted in the previous external evaluation, however, rough clarity emerges as towhich research laboratory is affiliated with which priority-research field and thestate is not one in which every research laboratory tends to cooperate with each otherwithin each priority-research field and issue research outputs actively. It can be notedthat the achievements in a given field are in effect mainly limited to a collection ofachievements of each laboratory. It will therefore be necessary to delineate
improvements in that regard, such as constructing a system in which managers areallotted to the three priority-research fields and the Fundamentals of Materials
Science field for establishment of specific field-related goals and theirimplementation.
(II)

The established three priority fields undoubtedly exemplify the direction for future
research at the IMR, but clarity is still lacking in specific subject setting. Maintaining
a given number of faculties in the face of declines in available funds may representa growing problem and therefore in that light selection and concentration of researchsubjects will be necessary in each field. As mentioned above, it will be necessary to
formulate an embodiment of the IMR future research concept and visions in thislight. Although this is extremely difficult and requires extensive rigorous discussion
for that purpose, the expectation is for the IMR to delineate without fail a clear
concept for future research, before the rest of the country and the world.
Clarity also seems to be somewhat lacking on the relationship between theestablishment of three priority-research fields and the Collaboration ResearchCenters. As two examples, the relationship between the Energy-Related Materials
field and the previously described Collaborative Research Center on Energy
Materials established in 2015 (Heisei 27), and between the Infrastructure Materials－11－- 11 -

field and the Cooperative Research and Development Center for Advanced Materials
is vague and should be set forth.
(3) Faculty organization and personnel
The prescribed number of faculty at the IMR has not changed substantially in the past
five years. It was 129 (professors, associate professors, lecturers, assistant professors,research associates, and specially appointed professors/associated professors/assistantprofessors) as of May 2018 (Heisei 30), which was not significantly different from the 120
on the previous evaluation as of April 2012 (Heisei 24).
As previously noted, the basic faculty organization at the IMR is in four research divisions- 27 research laboratories. The faculties are affiliated with the 27 research laboratories, theresearch facilities and centers, and related branches, and perform research activities inaccordance with the objectives assigned to the laboratories, centers, and branches. Each ofthese laboratories belongs to one of the four research divisions, and performs research
activities primarily in accordance with the objectives of that research division and incooperation with the other research divisions. As necessary, the faculty affiliated with theresearch laboratories also affiliate with and perform duties of the research facilities andcenters.
These basic research activities under the basic faculty organization are pursuant to copingwith the current challenges of society through the research capabilities of the IMR in
designating and performing research in the three priority-research fields (Infrastructure
Materials, Energy-Related Materials, and Electronic Materials) and the Fundamentals ofMaterials Science field. In this environment, the faculties are called on to apply their powers
to the utmost to maximize the IMR’s contribution to the society including their researchachievements.
Each research laboratory maintains a small-laboratory system of one professor, one
associate professor, and two assistant professors. Overall, 23 contract research fellows areallotted to the site. This personnel number supports the research organization of IMR
comprising the research laboratories, facilities, centers and projects. This is deemed the－12－- 12 -

minimum number necessary to carry forward research in the four research fields—thenumber necessary to utilize the vigorous strength of young researchers while deepening the
traditional research fields under excellent leadership by the professors and facilitating
border-crossing joint researches. This number, however, is insufficient for extra freedom in
activity, and it is therefore desirable to increase it and thereby maintain and the strength ofthe organization.
The organization has been successfully maintained in part by designating the terms ofservice for the associate and assistant professors, in addition to acquiring the employment
budget and other expenses. It is difficult to assess the wisdom of discontinuing the term ofservice for full-professor since FY2014 (Heisei FY24), but since that time the average
number of replacements has been approximately three professors per year due to retirement
or transfer and four associate professors and approximately ten assistant professors per year
due to transfer. These and other trends indicate the development of a constant process ofvoluntary researcher replacement and have raised the percentage of those aged 50 years or
younger to 70% in the age structure. This program has not given rise to any problem andfor the present will therefore be continued. The following findings and requests are madein light of these observations.
(I)

Advancement of diversity is important for stimulating creation of innovation in
research and multifaceted internationalized education. Concerning foreign faculty,
the Japan Association of National Universities in 2013 (Heisei 25) composed
Further Promotion of Internationalization of Education at National Universities,
and set as a goal for internationalization of education at national universities adoubling of the proportion of foreign faculty by 2020 (Heisei 32). Concerning
female faculty, the 5th Science and Technology Basic Plan sets 20% and 15% asgoals for rapid achievement proportions of females among newly employedresearchers in science and engineering, respectively. In response the proportion of
female full professors at national universities rose to 3.8% in science (9.3% of
associate professors) and 2.1% in engineering (5.9% of associate professors)[Promotion of Gender Equality at National Universities, Report on 14th Follow-up－13－- 13 -

Survey, October 2017 (Heisei 29), Japan Association of National Universities], but
is still described as far behind international levels in Japan and overseas. It must be
noted that at the IMR the number of foreign faculty (including specially appointed
faculty) has not increased at all since its level of twelve in FY2013 (Heisei FY25).
In the five years from FY2014 to FY2018 (Heisei FY26 to FY30), moreover, among
the 80 faculties (including specially appointed faculty) who transferred to the IMR,
just 7 (8.8%) were female, and among the 79 faculties who transferred out, a larger
number were female (9, 11.4%), thus leaving a smaller number and proportion. In
those five years, there was just one foreign professor and no female professor.
Employment of foreigners and females has severely lagged, and it must be observedthat in terms of diversity the IMR has also lagged far behind the averages for national
universities in science and engineering. To improve on the present state, the IMR
should establish numerical targets with reference to the action plan of the Japan
Association of National Universities and in accordance with the mid-range goals andplans of Tohoku University, and engage in steady implementation under theleadership of the director.
The International Union of Pure and Applied Physics (IUPAP), as an indicator forsupported international conferences, requests female participation rates of 20% or
higher not only as lecturers, but also as international advisory committee members,
program committee members, and local organizing committee members(http://iupap.org/sponsored-conferences/conference-policies/).

It

is

also

desirable to actively survey and announce at international conferences and otherevents held by the IMR and the International Collaboration Center, the female
participation rates in lectures and the above three committees.
(II)

Have you performed retrospect on the decision to discontinue, starting in AY2014(Heisei 24), the assignment of full-professorship terms and analyzed the present state
given its implementation? Delineate the finding if necessary.

－14－- 14 -

(III)

Appropriate reconstruction for selection of research fields necessitated by events
such as professor retirement had until now been performed in response to requests
from society. However, in determining a field for a laboratory after a professor’s
retirement, the use of a strategic means has recently become necessary because such
requests have become highly divergent, marked by non-transparency, and are rapidlychanging. As one example, the time and labor consumed in analysis and review of
the research field portfolio, which are performed at the Office of Research Planningand are used as an aid in the subsequent determination of a research field, may
require a joint effort involving the whole of Tohoku University, and somearrangement to this end is requested.

(IV)

A high proportion of assistant and associate professors who excel in researchcapability is essential to maintaining the requisite fluidity in the stream ofresearchers, and it is therefore deemed important in the personnel procedure for
employing young candidates to maintain a rigorous approach to examining researchcapability (creativity in research). The problems inherent to the small-laboratory
system may sometimes arise in personnel changes, and it is highly advisable to avoid
as much as possible dramatic upheaval in the research environment and mental stressfor young and mid-age personnel that can occur with change in a professorship.

(4) Research support organization
The number of support organization staff (technical, administrative, and contract office
staff) engaged as of May 2018 (Heisei 30) was 148, which was nearly 100 fewer than the
225 engaged on the previous evaluation as of April 2012 (Heisei 24). The research support
organization comprises the Technical Service Center, the Analytical Research Core forAdvanced Materials, the Laboratory of Low Temperature Materials Science, and theAdministrative Office. It also includes participation in the Electron Microscopy Center andCenter for Low Temperature Science under the Tohoku University Technology Center for
Research and Education Activities. These facilities and centers are particularly important－15－- 15 -

and are vital assets to the IMR and to the entire university.
Other vital links in research support are the Committee for Safety and Health, which is
directly under the director and presides over safety and health, and the Office of Safety and
Health with one of the deputy directors as its office director, for close and thorough safety
and health management. A deputy director is also the Head of the Counseling Office forStudent, Faculty and Staff (formerly the Student Counselling Office). Systems are thus inplace to respond to any problem that may arise for IMR registered staff or students. Special
praise is in order for the united effort of faculty and staff to aid recovery from the earthquakeof 2011 (Heisei 23). Key notes include the following.
(I)

Maintaining human resources and technical capabilities amidst reductions intechnical staff is a major need that requires the support of all in the IMR. In particular,
if the course of reductions in designated staff throughout the IMR tends to result
directly in decreased technical staff of the above small facilities and centers, theactivities will rapidly decrease. It is desirable to delineate the means of improvementwith consideration for future personnel reductions. In that regard, it will be vital todiscuss technical staffing with the main office of Tohoku University.

(5) Research institute infrastructure
Universities and their related facilities are now more fully equipped than in the past. In
this circumstance, the role of collaborative research institutes is undergoing a major change
but joint usage is the most practical approach for special large-scale equipment that cannot
be installed at most universities. The advanced large-scale equipment of the IMR is mainly
installed and operated at affiliated centers and laboratories, where it has yielded many
advances. Large-scale equipment installation during the present evaluation period includes
the world’s most powerful (25T) steady-state high magnetic field generator in 2017 (Heisei29) and the new MASAMUNE-IMR computer system featuring the Cray XC50-LC in 2018
(Heisei 30). These systems promise to yield new advances in materials science and bringnew increases in collaborative usage. The volume of domestic and foreign collaborative－16－- 16 -

research is clearly increasing. The effort leading to this increase and their effective operation
are worthy of high praise. As also noted in the previous external evaluation, some researchlaboratories have managed the facilities for joint usage. As typical examples, the Materials
Science of Non-Stoichiometric Compounds Research Laboratory and the Quantum Beam
Materials Physics Research Laboratory were respectively performing operational
management for the electron microscope group in the Electron Microscopy Center and thetwo neutron diffraction and scattering systems on the JRR-3 research reactor in the Tokai
Research and Development Center of the Japan Atomic Energy Agency. In such cases, aheavy burden may be on the laboratory researchers. The following findings are made inlight of these observations.
(I)

Direct operational management of advanced equipment groups by the researchlaboratory for joint usage in some cases has exceeded the capabilities of laboratory
researchers. It is necessary in this regard to consider measures including
arrangement of personnel involved in the operational management of laboratory
equipment such as at the Center of Neutron Science for Advanced Materials
established in the institute in April 2010 (Heisei 22).

(II)

To heighten its functions and meet its many expectations, the IMR should, as acollaborative research institute, work to renew and improve its existing old and aging
equipment, and delineate a strategy for annual planning and budget acquisition forthat purpose. Related proposals are shown in the description on budgeting.

(6) Budget
The current budget strongly affects the principles held and goals attained by the IMR. It
is a key determining factor of faculty number and institute scale. The following table shows
the transition in MEXT allocation of Management Expenses Grants for labor and equipment
costs since the previous external evaluation.

－17－- 17 -

Fiscal year
Labor
（billion yen）
Equipment（billion yen）

Ave.

2013

2014

2015

2016

2017

2018

1.9

1.9

1.9

1.9

1.9

1.8

50％

2.1

1.9

2.0

1.8

1.8

1.7

50％

percentage

As shown, along with the trend of decreasing Management Expenses Grants to Japanese
National University Corporations ever since their incorporation, the grants to the IMR for
management expenses have declined in the past five years, with a gradual decline in the
grants for equipment cost but those for labor cost remaining at nearly the same level. As aresult, the grants for labor cost have risen to 50% of the revenues from Management
Expenses Grants (from the previous level of 46%). In contrast, the revenues fromManagement Expenses Grants declined from approximately 5.1 billion yen in 2007 (Heisei18) to approximately 3.5 billion yen in 2018 (Heisei 30). The trends in other revenues (e.g.,
Grants-in-Aid for Scientific Research, Commissioned Research Fund, and Joint ResearchFund) during the present evaluation period were essentially as follows. Revenues from
Commissioned Research Fund declined with the end of major projects led by two professors
in the second half of the evaluation period but the previously noted decline in Grants-inAid for Scientific Research ended and in the past two or three years they have increased
substantially to 600 million yen, thus compensating for the declines in Commissioned
Research Fund and other sources. During this evaluation period, the Joint Research Fundand other revenues remained nearly the same. Thus, funding other than Management
Expenses Grants has remained nearly constant. The amount is approximately 2 billion yen
and has risen by several hundred million yen over the previous evaluation periods andbefore. As shown by that amount, IMR acquisition of external funds and cooperation withindustry based on built-up trust are advancing steadily without being strongly affected bygeneral economic trends, but the annual rate of decline in revenues from Management
Expenses Grants is more than 1% and in the long perspective is larger than the revenue
gains achieved through strong efforts, thus tending to necessitate a smaller budget. As a－18－

- 18 -

result, considering the above IMR research activities and related aspects, their maintenancemay be regarded as close to the edge and labor costs may weigh particularly heavily. In
summary, the observations indicate the following.
(I)

As noted in operating, research, and faculty organization, declining revenue fromManagement Expenses Grants is a major unresolved future problem. At present, thesystems of excellent research and joint usage are maintained with acquisition of
external funds and grants-in-aid, but it is predicted that equipment maintenance,
expansion of international joint usage, measures against aging, and other aspects will
require a certain cost. Thus, future decades may well bring deepening financial
problems. In this perspective, it will apparently be necessary to move to formulate
as soon as possible the mid- to long-range vision for future equipment usage andresearch activities and progress to measures for solving problems with foresight andeffective planning to reduce necessary cost and smooth the way forward. These steps
should be considered and delineated.

(II)

It will be necessary to consider an industry-academia-government collaboration toachieve new progress and to maintain increased revenues and contributions.

4. Research activities(1) Current state of research and planning for the future
One of the two main roots of materials research at the IMR is that on magnetic materials,
starting with the development of KS magnet steel by the first director Kotaro Honda, which
proceeded through the development of Sendust and amorphous alloys and has led to thepresent research on nano-crystalline alloys, spintronics and spin currents. The other main
root is the research on iron and steel, also started by the first director Honda. That researchcontinued with special steels, heat-resistant steel, and other metals and together withcreating the stream of research on structural metallic materials led to research on other new－19－- 19 -

nonferrous, ceramic, and semiconductor materials. Based on such research history, thepresent research principles of the IMR are “The Institute for Materials Research (IMR)
contributes to human civilization and well-being through the creation and application of
truly useful materials by research on metals, semiconductors, ceramics, organics, and manyothers, including its compounds, composites, and structures.”
Following to these principles, the IMR performs its activities in a research organization
comprising four research divisions containing 27 research laboratories, five researchfacilities, three collaboration research centers, and two government projects. Concurrently,
to respond to the needs of modern society it has established the interdivisional andinterdisciplinary three priority-research fields (Energy-Related Materials, Infrastructure
Materials, and Electronic Materials) and the Fundamentals of Materials Science field andis working to advance the research in all these fields. These above organizational activities
are extremely strong and have brought many advances. This research institute has in fact
since its inception been recognized domestically and overseas as a world-leading base formaterials research and development. The following findings and requests may be raisedwith the expectation of bringing further progress.
(I)

This point was briefly noted in the Research organization section above, and here
will be more fully described. The interdivisional and interdisciplinary three priorityresearch fields (Energy-Related Materials, Infrastructure Materials, and Electronic
Materials) and the Fundamentals of Materials Science field can be generally
recognized as directly linked to the IMR future research concept, but at the present
stage remain rather vague and lacking in clear delineation. Rigorous budgetaryconsideration must also be performed and much discussion will be necessary for
their materialization, but it is highly desirable to formulate a vision of future researchand to construct and delineate the organizational mechanism for its realization.
When the mechanism starts functioning, introduction of the research group (project)strongly propelling each field and of project funding from inside or outside theuniversity that supports the researchers should be possible. What must be consideredat that time is the maintenance of both basic and applied research in the IMR mission－20－- 20 -

in accord with the IMR research principles. If the IMR were to slight basic research,
it would become indistinguishable from the research entities of government offices
and industry. The Fundamentals of Materials Science field may be thought to exist
for that reason, but it is deemed necessary to determine precisely how the resultsfrom the field will contribute to both aspects of research. In research aimed at
specific engineering applications, it will be necessary to clarify the type of social
need the research is to fulfill by innovation after formulating a future prospective on
the needs of society. Obviously, in not only Energy-Related Materials, but also in
Infrastructure Materials and Electronics, it is presumably essential to depict such afuture scenario. Since aiming for a balance between science and engineering is abasic prerequisite for the IMR, it is important to avoid excessive concentration onprospects or a scenario for an application. However, it is also desirable to avoid
resulting in research lacking a strategy for practical application, and to determine
goals for future applications and scenarios for industrial utilization in the threepriority-research fields.
(2) Research outputs and dispatch of information
Research outputs at the IMR in academic papers, presentations at conferences, press
releases, patent applications, and other means is sufficient and worthy of special note. Some
512 papers (in the journal covered in Web of Science) were published in FY2017 (Heisei
FY29), in a spectrum ranging from fundamental properties to applied materials, at a rate of
approximately four papers per researcher. With a mean IF rating of 4.1, they rank in theworld’s top class of research achievements in materials science and include 27 papers
ranked IF 10 or above in 13 academic journals, an indication of their high quality. The
number of international jointly authored papers has increased since 2013, and in 2016
(Heisei 28) reached 43% of all IMR papers published in that year, presumably reflecting
the success of the International Collaboration Center as a hub for international researchcollaboration. In acquisition of competitive funding, the Grants-in-Aid for Scientific
Research won by the IMR have been increasing since 2013, reaching 600 million yen, a－21－- 21 -

further indication of the vitality of its research activities. It also shows the high evaluationand expectation accorded by neutral observers to research planning by the IMR. The total
annual budget usage per researcher, exclusive of labor costs, is approximately 28 million
yen which is equal to approximately 6 million yen per published paper. It is difficult tojudge whether this represents an appropriate evaluation of cost versus result, but it appears
to be a valid level for a collaborative research institute bearing the high cost of maintaining
large-scale systems.
The number of patent applications, including those of both laboratories and centers, was
71 in FY2017 (Heisei FY29), which represents a sufficient industrial contribution. Insummary, the findings indicate the following.
(I)

In the IMR outline presented by the director to the Evaluation Committee with
examples of research results in 2012 to 2017 (Heisei 24 to 29) may be seen as
representative highly valued achievements. When categorized by researchlaboratory and center, many of highly valued achievements were issued from theMaterials Property Division (17 advances from five research laboratories) and theMaterials Development Division (16 advances from seven research laboratories),and comparatively few were from the Materials Design Division (one advance fromone research laboratory) and the Materials Processing and Characterization Division(four advances from two research laboratories). Moreover, the project, researchfacilities, and laboratories brought just four advances. Research divisions andlaboratories thus show a biased tendency in accomplishment of advances. It isnatural to expect further effort by the head professor in each research laboratory.

It

is then desirable for the executives to examine carefully whether problems exist in
the organizational operation and whether special measures will be necessary in thisregard.
(3) Joint usage and research with domestic and overseas parties
The importance of the IMR as a joint usage/research facility is recognized domestically－22－- 22 -

and internationally, and this is worthy of high evaluation. One factor in this is its ability tolearn from experience and incorporate new systems. One example is its introduction of therefereeing system for adoption, in a move to ensure objectivity. ICC-IMR which attained
the 10th anniversary has hosted some 570 researchers from 37 countries—numbers quite
large for a university-affiliated research institute. With these activities, the number of its
adopted subjects for collaborative research has been rising gradually since 2013 (Heisei 25),reaching 446 as of 2018 (Heisei 30). The number of researchers hosted is more than 1,800(FY2017), and thus also quite large. The number of its announced and reported advances
have maintained a constant level. This is another indication of the high level of activity inits joint usage, as is its ranking of S in the FY2018 (Heisei FY30) mid-range evaluation.
The IMR’s provision of high magnetic-field, test-reactor, and other special test venues
unavailable at other sites demonstrate its function as an institute supporting the researchcommunity of the entire country. Conversely, the IMR may be held responsible forsupporting the research community and therefore need to constantly bear a certain cost
(manpower and finances) necessary to maintain convenience for users and a high-quality
experimental environment. Concurrently, the activities of ICC-IMR promote forthrightinternational links and cooperation, as shown by the AY2018 (Heisei 30) selection of the
IMR as an International Joint Usage/Research Center for Materials Science. IMR aims toform the materials open alliance by build bridges between Japan and other countries in this
newly establishing joint research projects. It is also preparing to enrich its administrative
function through coordinator establishment for hosting and employing foreign researchers.
It can thus be expected to move increasingly for expansion of international joint usage andresearch. The following findings and requests are made in light of these observations.

(I)

The Users Committee has been set to perceives joint usage and research in their
entirety. And the users committee set separately for each of the research-divisions
and the centers performs the actual operation on that basis. The process fromadoption to implementation is clear, but a routine attitude can easily arise in joint
research. It is therefore held necessary to check for progress in research results andto perform evaluation, and a system for that purpose may need to be established. In－23－- 23 -

recognition of its high value, moreover, a process for systematic maintenance ofobtained research data at the IMR is without question highly desirable.

(II)

Given reductions in management expenses and declines in grants, operation efforts
to ensure coverage of the costs of joint usage are essential. It is also necessary todrive the expansion of knowledge among foreign users of the joint usage system andthe provision of convenient accessibility for users from overseas. Securing thebudget for this purpose is important for the institution, and must be considered.

(III)

In the future, it is desirable to consider adopting a system that can promote a longrange joint research extending over some years with the objective of developing asystem of large-scale facilities and a long-range joint research propelled by originalideas of a talented young researcher from a small-scale university who holds promisefor the future.

(4) Collaboration with other departments and institutions
As described below, vigorous research activities are being performed in collaboration
with other departments and institutions and are accorded high evaluation. Some of thecollaborations are with the main office or other departments of Tohoku University itself. In
the MEXT Nanotechnology Platform Program (2012 to 2021) (Heisei 24 to Heisei 33), IMR
leadership is opening up to users its aberration-corrected transmission electron microscope,low-acceleration scanning microscope, and focused ion beam system, mainly for finestructure analysis and providing support for research involving industry, academia, andother organizations. In another development, Tohoku University was recognized by theminister of MEXT in 2017 (Heisei 29) as worthy of ranking of “the development ofeducational and research activities at the world’s highest level”, and selected as a
“Designated National University.” In its acceptance of this recognition, the university main
office described the university conception for a future in which the IMR is assigned the roleof contributing to construction of the world’s top research center in materials science and－24－- 24 -

spintronics and to advancing cooperation with society. The IMR already participates in the
Materials Solution Center (MaSC, established in January 2014 (Heisei 26)), the main officeorganization, and has made major contributions. It is also cooperating with the MEXT
Program for Leading Graduate Schools (Interdepartmental Doctoral Degree Program for
Multi-dimensional Materials Science Leaders 2013 to 2019 (Heisei 25 to Heisei 31)) andcontributing to the development of doctoral students as human resources and to applications
for what may be termed its successor, the Doctoral Program for World-Leading Innovative& Smart Education. In another vein, it is strongly active in the Graduate Program in
Spintronics and the International Joint Graduate Program in Materials Science.
The IMR is also collaborating with other research institutions in many domestic andforeign joint researches mentioned above.
The IMR, moreover, engages in collaboration through programs based on competitive
funding. Examples include the Innovative Nuclear Research and Development Program(2016 to 2019 (Heisei 28 to Heisei 31)), the Building Consortia for the Development of
Human Resources in Science and Technology (2015 to 2019 (Heisei 27 to Heisei 31)), and
the Priority Issue on Post-K Computer (2016 to 2019 (Heisei 28 to Heisei 31)).
The Creation of Life Innovation Materials for Interdisciplinary and International
Researcher Development, a project actively introducing other institutions, has been
established for collaboration. The organization of this collaboration includes the IMR,Tokyo Institute of Technology Laboratory for Materials and Structures, Osaka University
Joining and Welding Research Institute, Nagoya University Institute of Material andSystems for Sustainability, Tokyo Medical and Dental University Institute of Biomaterials
and Bioengineering, and Waseda University Research Organization for Nano & Life
Innovation. The six research institutions of these members perform joint research anddevelopment on biomedical and welfare materials and on environmentally sustainable
materials. The following aspects may be of particular note:(I)

This collaborative project, the Creation of Life Innovation Materials forInterdisciplinary and International Researcher Development, includes convening ofinternational conferences and active publication of papers and patents, but the－25－- 25 -

relationships among the six institutions remain difficult to perceive, and discussion
should be held and consideration given to delineating them more clearly.

5. Educational activities(1) Undergraduate and graduate education
As of May 2018 (Heisei 30), the IMR included 54 doctoral students in four graduate
courses (Graduate Schools of Science, Engineering, Environmental Studies, andBiomedical Engineering), 130 students studying for master’s degrees, and ten special
research students (total of 194 students), together with enrolment of six students granted
Research Fellowship for Young Scientists of the Japan Society for the Promotion of Science(JSPS) and three foreign students granted Postdoctoral Fellowship for Overseas
Researchers of the JSPS. Over the past five years, the student number has not undergone
large change except for the doctoral students, whose number has fallen dramatically. Thisdecline consists almost entirely of Japanese doctoral students, as the number of foreign
doctoral students has remained constant. The decline was particularly evident in the
Graduate School of Engineering, where the number of Japanese doctoral students declinedby half, from 40 in FY2012 (Heisei FY24) to just 20 in 2018 (Heisei 30). This decline
represents a serious problem, and has decreased the number of graduate students per faculty
member including assistant professors to the very low rate of approximately 1.4. This low
ratio may imply very close guidance for students in development of their research capability
but presents particular difficulties for the IMR, with its provision of preeminent researchsystems and faculty and thus an outstanding venue for student training and study in a highlevel research environment. An effective means of increasing the number of graduate
students is therefore desirable.
The IMR is passionate in its provision of lectures, researches and seminars fordevelopment of outstanding researchers and engineers. For doctoral students in particular,
it performs practical education in a wide range of substances and materials and aggressively
advances interchange with cutting-edge researchers, for example through international－26－- 26 -

conferences, while providing guidance in presenting research results in papers andobtaining their publication in internationally top-ranked scientific journals. The IMR also
involves participation in Leading Graduate School Programs (the Interdepartmental
Doctoral Degree Program for Multi-dimensional Materials Science Leaders (2013 to 2019
(Heisei 25 to Heisei 31)), the Graduate Program in Spintronics (from 2015 (Heisei 27)), andthe International Joint Graduate Program in Materials Science (from 2019 (Heisei 31)), thus
also contributing to doctoral student development. These efforts can be accorded highevaluation. In summary, the above observations lead to the following findings and requests.
(I)

The marked decline in doctoral student number (and particularly the Japanese
doctoral students in the Graduate School of Engineering) is a matter of concern. This
trend is not unique to the IMR but is found throughout the entire graduate school.
The inherently high level of research at the IMR indicates that it should never be
impossible to maintain a higher number of doctoral students. Analysis of the reason
for the decline in number of students entering doctoral study (and particularly
Japanese students in the Graduate School of Engineering) and consideration of
possible countermeasures, in other words a strategy of concerted and aggressive
appeal that encourages both Japanese and foreign entry, are needed.
To raise the research capabilities of graduate students is to raise their mastery inbasic subjects and in English. In educational content and lecture method, the request
is to keep a place for unending discussion with the majors where the students belong.

(2) Development of young researchers
Extremely important factors for development of young researchers include spurring the
growth of independent thought and creativity, stimulating domestic and international
interchange between researchers, and providing financial support. One program that
advanced their achievement was the Global COE (GCOE) Program adopted for 2007 to2011 (Heisei 19 to 23). It was provided on a major basis rather than a university main-officebasis, and was an extremely effective program. It included efforts to increase the number of－27－- 27 -

doctoral students and actively stimulate research interchange with overseas parties, and in
FY2011 (Heisei FY23) resulted in a total of 61 individuals sent overseas and 26 foreign
researchers invited and hosted. The program that followed was called the Leading Program.
It was a university-wide program, and the number of doctoral students that could be
supported by a single department was small. The IMR therefore engaged in its own effort
for development of various aspects of young researcher development. It achieved
considerable progress and deserves high evaluation. The effort included the Materials
Science School for Young Scientists (KINKEN-WAKATE) aimed at giving lectures by
researchers active at the leading edge both domestically and overseas and having young
researchers present their research results (in English), as well as the Summit of Materials
Science providing a venue for lectures by researchers in differing fields of specializationand practical training of presentation of research results by young researchers. Moreover,the IMR is involved in advancement of cross-field collaborative research by young
researchers (construction of Ensemble Project for Young Researchers) for creation ofgerminal research that fuses different fields. Four new funds (Mirai, Yui, Habataki, Create)
for support of research and education were established, based on monetary contributions
received at the IMR centennial in 2016 (Heisei 28) in addition to previous activities. The
following is of particular note.
(I)

The funds currently available for educating the young cannot yet be deemedsufficient, and it is important to consider ways to increase them.

(3) Adult education
The IMR holds open lectures at the IMR Summer School. They release the results ofmaterials research at the leading edge and other information to the general public andstudents affiliated with industrial or other institutes of research and education, for use in the
future activities of the participants. These annual open lectures have set a trend for an
increasing number of participants. The results of IMR research are also brought to the publicthrough other lectures and means, to stimulate future application. These efforts are worthy－28－- 28 -

of praise. It is hoped that they will lead to increasing the number of adults holding doctorates.
The following is of particular note.
(I)

Delineation is desirable, concerning available directions for recurrent education(further development and growth).

6. Industry-academia-government and society-academia collaboration
University incorporation has led to a growing demand for university collaboration withindustry and with regional communities. It is clear that the IMR, with its basic and appliedresearch in materials science, has contributed greatly to progress among universities inJapan and around the world. Linking of these achievements to industry-academia-government collaboration and to contributions to regional communities will further heighten theevaluation of the IMR. A note regarding industry-academia-government collaboration in the
IMR may now be made.
In 2016 (Heisei 28), the Kansai Center for Industrial Materials Research was
reorganized and the Trans-Regional Corporation Center for Industrial Materials Research
was founded. The Kansai Center served the Kansai area, but the Trans-Regional Center isdesigned to contribute to society in a larger region by linking the academic results of joint
usage/research to innovation. This establishes a new IMR base for industry-academiasociety collaboration and a new venue for effective liaison with the Material Solutions
Center in the main office of the Tohoku University. Furthermore, four new ventures were
established by the IMR since 2013 (Heisei 25) thus bringing the total number to five, andtwo joint research laboratories were formed in 2018 (Heisei 30), These activities can beaccorded a high level of evaluation. It is hoped that further new proposals will acceleratesocial implementations by the Trans-Regional Corporation Center for Industrial Materials
Research.
In society-academia collaboration, activities are in progress (1) in local communities
centering on Sendai and (2) in the Kansai area through the Trans-Regional Corporation
Center for Industrial Materials Research. In Sendai, classes, home-visit schooling held for－29－- 29 -

students and children, citizen lectures, and other events are held at (a) Miyagi Prefecture
Citizens’ University, (b) Katahira Festival Open House, and (c) Super Global High Schools.
The citizen lectures represent valuable learning activities for the general citizenry. The
Trans-Regional Corporation Center for Industrial Materials Research involves industryacademia collaboration but can also place the IMR in a historical perspective as a regional
contributor to the Kansai area. Osaka business interests present commercial operations
based on university findings and advances. Technical consultation and guidance areprovided to small- and medium-size businesses, open lectures are held for individuals inbusiness and industry, and support is provided for employment of IMR students. These
activities are worthy of special note as practical contributions of the university to regional
industry. The following in particular may be noted in this regard.
(I)

It is necessary to analyze and determine the level of evaluation accorded by industry
to the activities of the industry-academia joint research with the IMR.

(II)

Payments by industry to the IMR seem too small in consideration of the quality,
volume, and effort expended for the services provided, and it therefore seems
advisable to confer with industry and set a “valid compensation standard” for thevalue of research effects and technologies provided by the IMR.

(III)

A business support system may be necessary for achievement of a stable market
position by ventures based on IMR research, and it is desirable to consider, forexample, a protective measure by which payment of a license fee is on hold untilachievement of the stable position and securing profit.

7. State of progress in mid-term goals and plans
Since Tohoku University was transformed to an national university corporation in
FY2004 (Heisei FY16), research and education by the IMR have been performed under
mid-range goals and plans with addition of fiscal year plan, implementation composition,
attainment evaluation, and other aspects. In the third mid-range plan period (2016 to 2021－30－

- 30 -

(Heisei 28 to Heisei 33)) the three fields of Infrastructure Materials, Electronic Materials,
and Energy-Related Materials were chosen as fields of priority research at the world’s
highest level. Although the current state of research shows these were valid selections, someproblems may exist. The desire does not seem very strong within the laboratories to achieve
the mid-range goals, and collaboration among laboratories within a field seems insufficient.
Further consideration seems necessary on specific subjects and their significance whichhave been stated in this report, but it appears that despite the problems being borne byresearch and educational activities at the IMR, sufficient progress is being made forachievement of mid-range goals and mid-range plans.

8. Summary and recommendations
As an international Center of Excellence for a wide range of metals and othersubstances/materials, and as a core base for joint research in materials science, the IMR is
working toward the following goals; (1) elucidation of scientific principles and creation of
new materials, (2) development of researchers who will lead progress in materials sciencein Japan and (3) advancement of applied research in materials science and contribution tosustainable societal development and human prosperity. To accomplish these goals, the IMR
is engaged in voluminous basic research with a long-range perspective, promoting theworld’s highest level of research, international collaborative research through international
network construction, and research that brings new forms of innovation, and functional
strengthening of affiliated research facilities and joint usage/research centers. Given thesegoals as well as its longstanding tradition and outstanding record of achievement, the IMR
may be expected to fulfill the role of a research institution that advances the national
strategy of Japan. It will accordingly have the responsibility to provide the government withadvice affecting formulation of the national strategy.
In the present evaluation it was found that the IMR personnel are strongly conscious of
the above matters and are working in cooperation based on the leadership of the director,
judged by their achievements in research, education, and contribution to society which arealso at the top level in the global context. Although the response in some of the above－31－- 31 -

matters is not yet complete as noted in this report, the present evaluation differs from asystemic evaluation accompanied by penalties or awards. Its indications are given in thehope that they will be taken as representing our mission of providing the best possible
advice with a future perspective based on rigorous observation of the IMR and its activities.
It would be a source of humble pleasure if it is found useful and contributes even in a small
way to the further development and growth of the IMR.
Furthermore, as mentioned earlier, the IMR holds the role of a research institution that
supports the national strategy of Japan. It is therefore desirable to relate appropriately theplace the IMR holds, in other words, how its research activities are performed in line with
the national science and technology policy (the 5th Science and Technology Basic Plan). It
is described, for example, as an engagement in the mode of materials science with a focus
on society as given in Industry 4.0 and Society 5.0, and thus supporting the development of
substances and materials through utilization of informatics technology to shorten the period
from basic research to practical application, and developing research through utilization of
big data. It is considered that these will be increasingly important tasks in the future. They
may have already been considered, but their further discussion is desirable.
In this evaluation, the External Evaluation Committee members were asked for written
responses concerning the following three aspects.
1． Leadership in the domestic and overseas research community and international
visibility.
2． The form and approach that would be desirable in the future for the IMR as aninternational COE. What aspects should be improved for that purpose?
3． Other questions (including requests concerning the evaluation).
The responses received may be summarized as follows.
1. Leadership in the domestic and overseas research community and international visibility.
1) The IMR has already gained a reputation as a research institute at the global top level inmaterials science research and materials research. Together with continuing its issuance－32－- 32 -

of scientific papers and English publications with high impact and thus informing
academic circles of the existence of IMR, it would also seem necessary to performaggressive public relations using the power of a website and the media, and to place in
the Administrative Office a specialist in PR including media control. For international
visibility, the invitation of both domestic and foreign researchers to participate in thisexternal evaluation is a valid measure. It maintains an internationally open window on
the IMR research activities and will generally heighten international understanding of
the IMR. With regard to joint usage, the Users Committee and the Operation Committee
in the system seem to provide an opportunity to expand communication in the related
field of research as well as deliberating on IMR joint usage operation. These committee
activities together with workshops and other events can be expected to consolidate
community opinion and manifest IMR leadership.
2) Since its founding, the activities of the IMR—ranging from its exploration of scientificprinciples in materials science to activities for the advancement of applied research—
have brought it what can be judged as high international visibility as a center of global
materials science. To further accelerate the growth of this visibility, it may be effective
for a combination of three entities consisting of a well-known materials science research
institute in a developed country, overseas private enterprise, and the IMR (for example:
Max Planck Institute, Volkswagen, and the IMR) to establish an international joint
research center and apply it to advancement of international joint development researchthat includes personnel interchanges.
3) In the perspective of building and maintaining international visibility, on the occasionof being selected as an International Joint Usage/Research Center, further growth ofsubstantial joint research between nations can be expected. It is necessary to constructa cyclic system in which many talented researchers from overseas come knocking on
the door of the IMR, and then make use of their experiences at the IMR to seek new
posts and transfer to other well-known research institutions. To enable this, it is essentialthat advances in IMR research be further publicized overseas.

－33－- 33 -

2. The form and approach that would be desirable in the future for the IMR as aninternational COE. What aspects should be improved for that purpose?
1) The IMR is building on its history of more than a century since 1916 by continuing tomaintain a high-level approach to cutting-edge materials science research and materials
development. This is most praiseworthy. Amidst widespread concern that the researchcapability of universities in Japan may be declining relative to the rest of the world, thehigh ambitions and capabilities of the research at the IMR have obviously led to many
outstanding advances and IMR contact with the outside world and contributions tosociety have clearly grown with its program of joint usage/research. This has apparently
secured its research funding, brought it stronger public recognition, and contributed tomaintenance of a positive cycle. The root causes of this progress may be surmised asincluding: (1) setting goals at a high global level, (2) gaining and rotating outstanding
researchers together with respect for the judgment of each researcher, (3) highorganizational leadership, (4) collaboration with the research community through joint
usage/research, (5) operation of unique research equipment and systems, and (6)collaboration with industry. Going forward, and given the limits on its funding strength,
it would seem essential for the IMR to maintain strength in all these six aspects if it is
to rank internationally in future with the rising strength of China or Singapore in scienceand technology supported by their funding strengths and national strategies. Most of all,it would seem essential for the IMR to attract and host young research talent. It will also
be necessary for the IMR, rather than simply serving as a COE for metals and materials
in general, to develop and apply a strategy of determining and engaging in those areas
among them that will require and reward a focused strengthening. A natural part of thatstrategy is thought to be a focus on new research and developments in metal glass as anexisting base for overwhelming research results and cumulative technological advances.
Among existing problems, relevant data appear to be highly dispersed, but a promising
approach may lie in simply systemizing and using the data found in existing papers for
new research by new material informatics.

－34－- 34 -

2) It is good to think about the balance and integration between science and engineering.
In this, the scientific elements involved in construction of the microscopic properties ofmatter by a basic-science approach may be combined with the engineering elements ofcreating materials and devices useful to society, and interplay and collaboration between
these two may provide the vital energy necessary to produce new streams of research.
Advancing joint research utilizing large-scale equipment with distinctive features suchas materials testing reactors, high magnetic-field facilities, neutrino facilities, or
supercomputers, provides a venue for researcher development and for growth of theindividual research field.
3) It is suggested that the IMR takes the opportunity afforded by the certification as an
International Joint Usage/Research Center to construct a priority joint research networkwith top foreign groups in regions where the IMR is strong or relating to themes that are
now scheduled for strengthening, and to promote interchange, long-term stays, and otherapproaches for researchers and students. It is considered to be important to narrow
themes somewhat and perform prioritized top-down investment rather than receiving
themes widely from the community as in domestic joint usage/research. In the long view,the ideal would be centers where talented human resources from around the world gather
without distinguishing between Japanese and foreigners. For that purpose, it may begood for the IMR to consider the possibility of discovering foreign talented young
researchers through close-knit joint research and employing them as IMR personnel.
4) Joint research using large-scale facilities is one of the strong attractions of the IMR, but
equipment development and maintenance require funds and manpower exceeding thereach of individual group research activities. The circumstances of the neutrino facility
seem somewhat difficult in this regard. With the expected reopening of the JRR-3
reactor, it would therefore seem necessary to consider strategic planning involving
securing the necessary human resources and the possibility of external funding including
industrial usage, while collaborating with another institute. It also seems necessary toestablish a cycle in which many talented researchers from overseas can spontaneously－35－- 35 -

visit and perform research at the IMR and make use of these experiences to seek new
posts and transfer to other well-known research institutions. This would provide a meansof stimulating the energy of the IMR and lead to further heightening of its evaluation
overseas as well as domestically.
5) The level of activity at present seems sufficient, but it might be advantageous to havedomestically an organization similar to a German MPI. It is important to discuss withindustry the form and content of an industry-academia collaboration center based on
manufacturing, which includes industrial cooperation with the NIMS, considering thefact that steel products are still an important strategic export.
3. Views on other aspects (including operation)1) One possible mechanism involves the establishment of a discretionary director’s fundconsisting of externally funding for indirect expenses of 140 million yen, or 2.7% of the
5.3 billion yen annual budget of the IMR. The director’s fund might be used for acollaborative system for young faculty and researchers (assistant professor and associate
professor level) from foreign universities and research institutes to reside and performresearch at the IMR for several months to one year, as a means of advancing theexchange of young researcher talent, heightening the level of IMR recognition by the
network of those with the experience, and further raising the level of joint research. This
would comprise a policy showing the director’s leadership to the university main officeand to MEXT.
2) In the comments on laboratory/center and other interview content, some researchlaboratories did not provide a list of results shown in papers or present the results ofactivities. It would seem necessary to unify the understanding of the laboratory directors
on content that should be presented in the interview. In particular, the progress in paper
publication and obtaining funding, and other statistics on research activities, areimportant as reference.

－36－- 36 -

3) A little more time is needed for questions and answers, and advance distribution of
explanatory materials is essential.

－37－- 37 -

Appendices
Appendix 1 Evaluation Parameters
Appendix 2 Evaluation Committee members
Appendix 3 Evaluation Committee on-site
investigation schedule
Appendix 4Interview by Evaluation Committee

Appendix 5

IMR Organization Chart－39－- 39 -

【Appendix 1】
Evaluation Parameters(Evaluation Committee members from Japan)
1. How do you evaluate the current status of IMR’s research activities – their strengths
and weaknesses from the perspectives of domestic and international standards?
(Evaluations of overall activities and activities in each member’s area ofexpertise)<Criteria>
 Organizational management
 Research activities and output
 Joint use of research facilities and knowledge, and collaborative research Education, industry-university cooperation, public outreach, etc.
 Leadership in research communities within and outside the country, andinternational visibility

2. What should IMR’s future vision be as a global COE, and what do you suggest for
further improvements for IMR to achieve the vision?
3. Comments on other matters (management/operations, etc.)
4. Comments on the content of the hearings with research divisions/centers that eachmember is in charge of(Evaluation Committee members from abroad)
1. How do you evaluate the activities of IMR with respect to international standard?
(its strengths and weaknesses)<Criteria>
 Organization and Management
 Research Activity and Output
 Collaborative Research Education, Industry-University Cooperation, Public Outreach and so on Leadership in the Communities and Visibility in the World
2. What do you suggest for further improvement?
3. Other comments－40－- 40 -

【Appendix 2】
Evaluation Committee members(in alphabetical order)

Organization (Article 3, Internal Regulations of the External Evaluation Committee): The
Committee shall consist of members listed in the following items.
- Experts from universities, research institutions, the private sector and other relevant
entities within and outside the country
Term of Office: From the date of appointment up to the conclusion of the relevant external
evaluation*Chairperson
Dr. Thierry Duffar, Professor, Grenoble Institute of Technology
Dr. Shunichi Hayashi, Fellow, Nippon Steel & Sumitomo Metal Corporation
Dr. Burkard Hillebrands, Professor, Technische Universität Kaiserslautern
Dr. Hideki Iba, Project General Manager, Battery Material Engineering Division / Material Platform
Engineering Division, Toyota Motor Corporation
Dr. Yuichi Ikuhara, Professor, The University of Tokyo*Dr. Tomoyuki Kakeshita, President, Professor, Fukui University of Technology
Dr. Koichi Kakimoto, Professor, Kyushu University
Dr. Nack Joon Kim, Professor, Pohang University of Technology
Dr. Hiroshi Kitagawa, Professor, Kyoto University
Dr. Yasuo Koide, Executive Vice President, National Institute for Materials Science
Dr. Hidenori Takagi, Professor, Max Planck Institute for Solid State Research / The University ofTokyo
Dr. Masashi Takigawa, Professor, The University of Tokyo
Dr. Eiko Torikai, Professor Emeritus, University of Yamanashi
Dr. Shinji Tsuneyuki, Professor, The University of Tokyo
Dr. Eric van Walle, Professor, Belgian Nuclear Research Centre / Katholieke Universiteit Leuven
Dr. Hajimu Yamana, President, Nuclear Damage Compensation and Decommissioning Facilitation
Corporation
Dr. Andreas Züttel, Professor, École Polytechnique Fédérale de Lausanne－41－- 41 -

【Appendix 3】
Evaluation Committee on-site investigation schedule

An external evaluation of IMR was implemented according to the following
program.

(Evaluation by the committee members from abroad)
October 29, 2018 (Mon)
10:00 – 11:30

Evaluation committee meeting<Bldg. 2

Auditorium>

Overall performance of IMR (Koki Takanashi, Director, IMR)
Questions and answers
13:00 – 17:05 Summit of Material Science 2018
17:15 – 18:30<Bldg. 2

Auditorium>

Laboratory tour
<Center for Computational Materials Science><High Field Laboratory for Superconducting Materials><Material Solutions Center> (Chiba Lab.)

October 30, 2018 (Tue)09:00 – 17:00 Summit of Material Science 2018

<Bldg. 2

Auditorium>

October 31, 2018 (Wed)09:30 – 11:30

Evaluation committee meeting<Honda Memorial Hall Meeting room>－42－- 42 -

(Evaluation by the committee members from Japan)
December 4, 2018 (Tue)13:00 – 14:30

Overall performance of IMR (Koki Takanashi, IMR Director)
Questions and answers<Bldg. 2 Auditorium>

14:30 – 15:00

Discussions on the evaluation process<Bldg. 2 Auditorium>

15:15 – 17:45

Hearings with each of Groups A to D

<Appendix 4>

December 5, 2018 (Wed)09:00 – 11:30

Hearings with each of Groups A to D

<Appendix 4>

13:30 – 14:50

Hearings with each of Groups E and F <Appendix 4>

15:00 – 17:00

Evaluation committee meeting<Honda Memorial Hall Meeting room>

17:00 – 17:30

Get-together<Honda Memorial Hall Meeting room>－43－- 43 -

【Appendix 4】Interview by Evaluation Committee
Group A: Analytical Science, Structural Materials, Nuclear Materials<Honda Memorial Hall Conference room>[Committee members in charge: Dr. Ikuhara, Dr. Hayashi and Dr. Yamana]
Date

Dec. 4 (Tue)Time

Research Lab. / Center

Presenter

15:15-15:45

Materials Science of Non-StoichiometricCompounds (Konno Lab.)

Prof. T. J. Konno

15:50-16:20

Nuclear Materials Engineering (Kasada Lab.)

Prof. R. Kasada

16:30-17:00

Irradiation Effects in Nuclear and Their RelatedMaterials (Nagai Lab.)

Prof. Y. Nagai

17:05-17:50

International Research Center for Nuclear
Materials Science

Head
Prof. Y. Nagai

09:00-09:30

Deformation Processing (Chiba Lab.)

Prof. A. Chiba

09:35-10:05

Microstructure Design of Structural Metallic
Materials (Furuhara Lab.)

Prof. T. Furuhara

10:15-10:45

Environmentally Robust Materials (Akiyama
Lab.)

Prof. E. Akiyama

10:50-11:20

Analytical Science (Wagatsuma Lab.)

Prof. K. Wagatsuma

Dec. 5 (Wed)Group B: Environmental and Energy Materials, and Electronic Materials<International Center of Educational Research Seminar room>[Committee members in charge: Dr. Iba, Dr. Koide and Dr. Kakimoto]
Date

Dec. 4 (Tue)Time

Presenter

Crystal Physics (Fujiwara Lab.)

Prof. K. Fujiwara

15:50-16:20

Structure-Controlled Functional Materials(Ichitsubo Lab.)

Prof. T. Ichitsubo

16:30-17:00

Hydrogen Functional Materials (Orimo Lab.)

Prof. S. Orimo

Collaborative Research Center on Energy Materials

HeadProf. S. Orimo

09:00-09:30

Physics of Electronic Materials (Matsuoka Lab.)

Prof. T. Matsuoka

09:35-10:05

Magnetic Materials (Takanashi Lab.)

Prof. K. Takanashi

10:15-10:45

Advanced Crystal Engineering (Yoshikawa Lab.)

Prof. A Yoshikawa

10:50-11:20

Crystal Chemistry (Uda Lab.)

Prof. S. Uda

17:05-17:35

Dec. 5 (Wed)

Research Lab. / Center

15:15-15:45－44－- 44 -

Group C: Condensed Matter Physics<Bldg. 1 5th floor Conference room>[Committee members in charge: Dr. Takigawa, Dr. Torikai and Dr. Kitagawa]
Date

Time

Dec. 5 (Wed)Presenter

Theory of Solid State Physics (Bauer Lab.)

Prof. G. E. W.
Bauer

15:50-16:20

Solid-State Metal-Complex Chemistry (Miyasaka
Lab.)

Prof. H. Miyasaka

16:30-17:00

Low Temperature Physics (Tsukazaki Lab.)

Prof. A. Tsukazaki

17:05-17:35

Physics of Crystal Defects (Onose Lab.)

Prof. Y. Onose

15:15-15:45
Dec. 4 (Tue)Research Lab. / Center

09:00-09:30

Magnetism (Nojiri Lab.)

Prof. H. Nojiri

09:35-10:05

Low temperature Condensed State (Sasaki Lab.)

Prof. T. Sasaki

10:15-10:45

Quantum Beam Materials Physics (Fujita Lab.)

Prof. M. Fujita

10:50-11:20

Actinide Materials Science (Aoki Lab.)

Prof. D. Aoki

Group D: Non-Equilibrium Materials, Computational Materials Science, Industry-Academia Corporation,
Center of Neutron Science for Advanced Materials, Research Center PJ<Bldg. 1 7th floor Seminar room>[Committee members in charge: Dr. Tsuneyuki and Committee Chairperson Kakeshita]
DateDec. 4 (Tue)Time

Presenter

15:15-15:45

Non-Equilibrium Materials (Kato Lab.)

Prof. H. Kato

15:50-16:20

Chemical Physics of Non-Crystalline Materials(Sugiyama Lab.)

Prof. K. Sugiyama

16:30-17:00

Materials Design by Computer Simulation (KuboLab.)

Prof. M. Kubo

17:05-17:35

Trans-Regional Corporation Center for Industrial
Materials Research

HeadProf. N. Masahashi

Center of Neutron Science for Advanced Materials

HeadProf. M. Fujita

Center for Computational Materials Science

Head
Prof. M. Kubo

09:00-09:30
09:35-10:05
Dec. 5 (Wed)

Research Lab. / Center / Project

10:15-10:35

Professional Development Consortium
Computational Materials Scientists

10:40-11:10

Creation of Life Innovation Materials forInterdisciplinary and International Researcher
Development－45－- 45 -

for

Project Leader
Specially-appointed
Prof. T. Mohri
Project Leader
Prof. H. Kato

Group E: High Field Laboratory for Superconducting Materials, ICC-IMR<Honda Memorial Hall Conference room>[Committee members in charge: Dr. Takigawa, Dr. Koide, Dr. Kakimoto, Dr. Torikai and Dr. Tsuneyuki]
Date

Time

Collaborative Use / Center

Presenter

Dec. 5 (Wed)

13:15-14:00

High Field Laboratory for Superconducting
Materials

Head Prof. H. Nojiri /Prof. S. Awaji

Dec. 5 (Wed)14:05-14:50

International Collaboration Center

Head
Prof. G. E. W. Bauer

Group F: Collaborative Use of Research Laboratories, Cooperative Research and Development Center for
Advanced Materials<International Center of Educational Research Seminar room>[Committee members in charge: Dr. Ikuhara, Dr. Hayashi, Dr. Iba, Dr. Kitagawa and Dr. Yamana]
Date

Time

Collaborative Use / Center

Presenter

Dec. 5 (Wed)

13:15-14:00

Collaborative Use of ResearchLaboratories

Head
Prof. K. Fujiwara

Dec. 5 (Wed)14:05-14:50

Cooperative Research and Development
Center for Advanced Materials

Head Prof. T. Furuhara /Prof. N. Masahashi－46－- 46 -

【Appendix 5】

IMR Organization （2018.10.1）※ 㻸㼍㼎㼛㼞㼍㼠㼛㼞㼥㻌㼛㼒㻌㼂㼕㼟㼕㼠㼕㼚㼓㻌㻼㼞㼛㼒㼑㼟㼟㼛㼞㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻼㼞㼛㼜㼑㼞㼠㼥㻌㻰㼕㼢㼕㼟㼕㼛㼚㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻰㼑㼟㼕㼓㼚㻌㻰㼕㼢㼕㼟㼕㼛㼚㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㻸㼍㼎㼛㼞㼍㼠㼛㼞㼕㼑㼟㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻰㼕㼢㼕㼟㼕㼛㼚㻌㻌㻌㻰㼕㼞㼑㼏㼠㼛㼞㻌㻌㻌㻼㼞㼛㼒㻚㻌㻷㻚㼀㻭㻷㻭㻺㻭㻿㻴㻵㻌㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻼㼞㼛㼏㼑㼟㼟㼕㼚㼓㻌㼍㼚㼐㻌㻌㻌㻯㼔㼍㼞㼍㼏㼠㼑㼞㼕㼦㼍㼠㼕㼛㼚㻌㻰㼕㼢㼕㼟㼕㼛㼚

Deputy Director㻼㼞㼛㼒㻚㻌㼀㻚㻿㻭㻿㻭㻷㻵㼀㼔㼑㼛㼞㼥㻌㼛㼒㻌㻿㼛㼘㼕㼐㻌㻿㼠㼍㼠㼑㻌㻼㼔㼥㼟㼕㼏㼟㻌㻔㻼㼞㼛㼒㻚㻌㻳㻚㻌㻱㻚㻌㼃㻚㻌㻮㻭㼁㻱㻾㻕㻯㼞㼥㼟㼠㼍㼘㻌㻼㼔㼥㼟㼕㼏㼟㻌㻔㻼㼞㼛㼒㻚㻌㻷㻚㻌㻲㼁㻶㻵㼃㻭㻾㻭㻕㻹㼍㼓㼚㼑㼠㼕㼟㼙㻌㻔㻼㼞㼛㼒㻚㻌㻴㻚㻌㻺㻻㻶㻵㻾㻵㻕㻿㼡㼞㼒㼍㼏㼑㻌㼍㼚㼐㻌㻵㼚㼠㼑㼞㼒㼍㼏㼑㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㻔㻼㼞㼛㼒㻚㻌㻷㻚㻌㼀㻭㻷㻭㻺㻭㻿㻴㻵㻕㻸㼛㼣㻌㼀㼑㼙㼜㼑㼞㼍㼠㼡㼞㼑㻌㻼㼔㼥㼟㼕㼏㼟㻌㻔㻼㼞㼛㼒㻚㻌㻭㻚㻌㼀㻿㼁㻷㻭㼆㻭㻷㻵㻕㻸㼛㼣㻌㼀㼑㼙㼜㼑㼞㼍㼠㼡㼞㼑㻌㻯㼛㼚㼐㼑㼚㼟㼑㼐㻌㻿㼠㼍㼠㼑㻌㻼㼔㼥㼟㼕㼏㼟㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻿㻭㻿㻭㻷㻵㻕㻽㼡㼍㼚㼠㼡㼙㻌㻮㼑㼍㼙㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻼㼔㼥㼟㼕㼏㼟㻌㻔㻼㼞㼛㼒㻚㻌㻹㻚㻌㻲㼁㻶㻵㼀㻭㻕
Materials Design and Property Control ※㻼㼔㼥㼟㼕㼏㼟㻌㼛㼒㻌㻯㼞㼥㼟㼠㼍㼘㻌㻰㼑㼒㼑㼏㼠㼟㻌㻔㻼㼞㼛㼒㻚㻌㼅㻚㻌㻻㻺㻻㻿㻱㻕㻹㼕㼏㼞㼛㼟㼠㼞㼡㼏㼠㼡㼞㼑㻌㻰㼑㼟㼕㼓㼚㻌㼛㼒㻌㻿㼠㼞㼡㼏㼠㼡㼞㼍㼘㻌㻹㼑㼠㼍㼘㼘㼕㼏㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻲㼁㻾㼁㻴㻭㻾㻭㻕㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻰㼑㼟㼕㼓㼚㻌㼎㼥㻌㻯㼛㼙㼜㼡㼠㼑㼞㻌㻿㼕㼙㼡㼘㼍㼠㼕㼛㼚㻌㻔㻼㼞㼛㼒㻚㻌㻹㻚㻌㻷㼁㻮㻻㻕㻵㼞㼞㼍㼐㼕㼍㼠㼕㼛㼚㻌㻱㼒㼒㼑㼏㼠㼟㻌㼕㼚㻌㻺㼡㼏㼘㼑㼍㼞㻌㼍㼚㼐㻌㼀㼔㼑㼕㼞㻌㻾㼑㼘㼍㼠㼑㼐㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㼅㻚㻌㻺㻭㻳㻭㻵㻕㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠㼍㼘㼘㼥㻌㻾㼛㼎㼡㼟㼠㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻌㻔㻼㼞㼛㼒㻚㻌㻱㻚㻌㻭㻷㻵㼅㻭㻹㻭㻕㻺㼡㼏㼘㼑㼍㼞㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻱㼚㼓㼕㼚㼑㼑㼞㼕㼚㼓㻌㻔㻼㼞㼛㼒㻚㻌㻾㻚㻌㻷㻭㻿㻭㻰㻭㻕㻼㼔㼥㼟㼕㼏㼟㻌㼛㼒㻌㻱㼘㼑㼏㼠㼞㼛㼚㼕㼏㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻹㻭㼀㻿㼁㻻㻷㻭㻕
Materials Design ※㻯㼔㼑㼙㼕㼏㼍㼘㻌㻼㼔㼥㼟㼕㼏㼟㻌㼛㼒㻌㻺㼛㼚㻙㻯㼞㼥㼟㼠㼍㼘㼘㼕㼚㼑㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㻷㻚㻌㻿㼁㻳㻵㼅㻭㻹㻭㻕㻿㼠㼞㼡㼏㼠㼡㼞㼑㻙㻯㼛㼚㼠㼞㼛㼘㼘㼑㼐㻌㻲㼡㼚㼏㼠㼕㼛㼚㼍㼘㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻵㻯㻴㻵㼀㻿㼁㻮㻻㻕㻿㼛㼘㼕㼐㻙㻿㼠㼍㼠㼑㻌㻹㼑㼠㼍㼘㻙㻯㼛㼙㼜㼘㼑㼤㻌㻯㼔㼑㼙㼕㼟㼠㼞㼥㻌㻔㻼㼞㼛㼒㻚㻌㻴㻚㻌㻹㻵㼅㻭㻿㻭㻷㻭㻕㻺㼛㼚㻙㻱㼝㼡㼕㼘㼕㼎㼞㼕㼡㼙㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㻴㻚㻌㻷㻭㼀㻻㻕㻹㼍㼓㼚㼑㼠㼕㼏㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㻷㻚㻌㼀㻭㻷㻭㻺㻭㻿㻴㻵㻕㻯㼞㼥㼟㼠㼍㼘㻌㻯㼔㼑㼙㼕㼟㼠㼞㼥㻌㻔㻼㼞㼛㼒㻚㻌㻿㻚㻌㼁㻰㻭㻕㻴㼥㼐㼞㼛㼓㼑㼚㻌㻲㼡㼚㼏㼠㼕㼛㼚㼍㼘㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㻿㻚㻌㻻㻾㻵㻹㻻㻕㻭㼐㼢㼍㼚㼏㼑㼐㻌㻯㼞㼥㼟㼠㼍㼘㻌㻱㼚㼓㼕㼚㼑㼑㼞㼕㼚㼓㻌㻔㻼㼞㼛㼒㻚㻌㻭㻚㻌㼅㻻㻿㻴㻵㻷㻭㼃㻭㻕㻹㼡㼘㼠㼕㻙㻲㼡㼚㼏㼠㼕㼛㼚㼍㼘㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻿㼏㼕㼑㼚㼏㼑㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻶㻚㻌㻷㻻㻺㻺㻻㻕㻰㼑㼒㼛㼞㼙㼍㼠㼕㼛㼚㻌㻼㼞㼛㼏㼑㼟㼟㼕㼚㼓㻌㻔㻼㼞㼛㼒㻚㻌㻭㻚㻌㻯㻴㻵㻮㻭㻕㻭㼏㼠㼕㼚㼕㼐㼑㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻿㼏㼕㼑㼚㼏㼑㻌㻔㻼㼞㼛㼒㻚㻌㻰㻚㻌㻭㻻㻷㻵㻕㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻿㼏㼕㼑㼚㼏㼑㻌㼛㼒㻌㻺㼛㼚㻙㻿㼠㼛㼕㼏㼔㼕㼛㼙㼑㼠㼞㼕㼏㻌㻯㼛㼙㼜㼛㼡㼚㼐㼟㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻶㻚㻌㻷㻻㻺㻺㻻㻕㻭㼚㼍㼘㼥㼠㼕㼏㼍㼘㻌㻿㼏㼕㼑㼚㼏㼑㻌㻔㻼㼞㼛㼒㻚㻌㻷㻚㻌㼃㻭㻳㻭㼀㻿㼁㻹㻭㻕
Materials Processing and Characterization ※Deputy Director
Prof. T.FURUHARA㻶㻭㻹㻼㼀㻌㻭㼐㼢㼍㼚㼏㼑㼐㻌㻭㼐㼐㼕㼠㼕㼢㼑㻌㻹㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓㻌㻔㻼㼞㼛㼒㻚㻌㻭㻚㻌㻯㻴㻵㻮㻭㻕㻌㻯㼛㼘㼘㼍㼎㼛㼞㼍㼠㼕㼢㼑㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㻰㼕㼢㼕㼟㼕㼛㼚㼀㼛㼗㼥㼛㻌㻱㼘㼑㼏㼠㼞㼛㼚㻌㻭㼐㼐㼕㼠㼕㼢㼑㻌㻹㼍㼚㼡㼒㼍㼏㼠㼡㼞㼕㼚㼓㻌㼒㼛㼞㻌㻹㼡㼘㼠㼕㼙㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㻭㻚㻌㻯㻴㻵㻮㻭㻕㻯㼞㼑㼍㼠㼕㼛㼚㻌㼛㼒㻌㻸㼕㼒㼑㻌㻵㼚㼚㼛㼢㼍㼠㼕㼛㼚㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㼒㼛㼞㻌㻵㼚㼠㼑㼞㼐㼕㼟㼏㼕㼜㼘㼕㼚㼍㼞㼥㻌㼍㼚㼐㻌㻵㼚㼠㼑㼞㼚㼍㼠㼕㼛㼚㼍㼘㻌㻾㼑㼟㼑㼍㼞㼏㼔㼑㼞㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻔㻼㼞㼛㼒㻚㻌㻴㻚㻌㻷㻭㼀㻻㻕㻌㻼㼞㼛㼖㼑㼏㼠
㻼㼞㼛㼒㼑㼟㼟㼕㼛㼚㼍㼘㻌㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻯㼛㼚㼟㼛㼞㼠㼕㼡㼙㻌㼒㼛㼞㻌㻯㼛㼙㼜㼡㼠㼍㼠㼕㼛㼚㼍㼘㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻿㼏㼕㼑㼚㼠㼕㼟㼠㼟㻌㻔㻼㻯㼛㻹㻿㻕㻔㻿㼜㼑㼏㼕㼍㼘㼘㼥㻌㻭㼜㼜㼛㼕㼚㼠㼑㼐㻌㻼㼞㼛㼒㻚㻌㼀㻚㻌㻹㻻㻴㻾㻵㻕㻌㻵㼚㼠㼑㼞㼚㼍㼠㼕㼛㼚㼍㼘㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㻯㼑㼚㼠㼑㼞㻌㼒㼛㼞㻌㻺㼡㼏㼘㼑㼍㼞㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻿㼏㼕㼑㼚㼏㼑㻌㻔㻼㼞㼛㼒㻚㻌㼅㻚㻌㻺㻭㻳㻭㻵㻕㻌㻸㼍㼎㼛㼞㼍㼠㼛㼞㼥㻌㼛㼒㻌㻭㼘㼜㼔㼍㻙㻾㼍㼥㻌㻱㼙㼕㼠㼠㼑㼞㼟㻌㻯㼛㼛㼜㼑㼞㼍㼠㼕㼢㼑㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㼍㼚㼐㻌㻰㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㻯㼑㼚㼠㼑㼞㻌㼒㼛㼞㻌㻭㼐㼢㼍㼚㼏㼑㼐㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻲㼁㻾㼁㻴㻭㻾㻭㻕㻌㻌㻾㼑㼟㼑㼞㼏㼔㻌㻲㼍㼏㼕㼘㼕㼠㼕㼑㼟㻌㻴㼕㼓㼔㻌㻲㼕㼑㼘㼐㻌㻸㼍㼎㼛㼞㼍㼠㼛㼞㼥㻌㼒㼛㼞㻌㻿㼡㼜㼑㼞㼏㼛㼚㼐㼡㼏㼠㼕㼚㼓㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㻴㻚㻌㻺㻻㻶㻵㻾㻵㻕㻌㼀㼞㼍㼚㼟㻙㻾㼑㼓㼕㼛㼚㼍㼘㻌㻯㼛㼞㼜㼛㼞㼍㼠㼕㼛㼚㻌㻯㼑㼚㼠㼑㼞㻌㼒㼛㼞㻌㻵㼚㼐㼡㼟㼠㼞㼕㼍㼘㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㻔㻼㼞㼛㼒㻚㻌㻺㻚㻌㻹㻭㻿㻭㻴㻭㻿㻴㻵㻕㻌㻯㼛㼘㼘㼍㼎㼛㼞㼍㼠㼕㼢㼑㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㻯㼑㼚㼠㼑㼞㻌㼛㼚㻌㻱㼚㼑㼞㼓㼥㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㻿㻚㻌㻻㻾㻵㻹㻻㻕㻯㼑㼚㼠㼑㼞㻌㼒㼛㼞㻌㻯㼛㼙㼜㼡㼠㼍㼠㼕㼛㼚㼍㼘㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻿㼏㼕㼑㼚㼏㼑㻔㻼㼞㼛㼒㻚㻌㻹㻚㻌㻷㼁㻮㻻㻕㻌㻌㻯㼛㼘㼘㼍㼎㼛㼞㼍㼠㼕㼛㼚㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㻯㼑㼚㼠㼑㼞㼟㻵㼚㼠㼑㼞㼚㼍㼠㼕㼛㼚㼍㼘㻌㻯㼛㼘㼘㼍㼎㼛㼞㼍㼠㼕㼛㼚㻌㻯㼑㼚㼠㼑㼞㻔㻼㼞㼛㼒㻚㻌㻳㻚㻌㻱㻚㻌㼃㻚㻌㻮㻭㼁㻱㻾㻕㻯㼑㼚㼠㼑㼞㻌㼛㼒㻌㻺㼑㼡㼠㼞㼛㼚㻌㻿㼏㼕㼑㼚㼏㼑㻌㼒㼛㼞㻌㻭㼐㼢㼍㼚㼏㼑㼐㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻔㻼㼞㼛㼒㻚㻌㻹㻚㻌㻲㼁㻶㻵㼀㻭㻕㻸㼍㼎㼛㼞㼍㼠㼛㼞㼥㻌㼛㼒㻌㻸㼛㼣㻌㼀㼑㼙㼜㼑㼞㼍㼠㼡㼞㼑㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻿㼏㼕㼑㼚㼏㼑㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻿㻭㻿㻭㻷㻵㻕㻭㼚㼍㼘㼥㼠㼕㼏㼍㼘㻌㻾㼑㼟㼑㼍㼞㼏㼔㻌㻯㼛㼞㼑㻌㼒㼛㼞㻌㻭㼐㼢㼍㼚㼏㼑㼐㻌㻹㼍㼠㼑㼞㼕㼍㼘㼟㻌㻔㻼㼞㼛㼒㻚㻌㻷㻚㻌㼃㻭㻳㻭㼀㻿㼁㻹㻭㻕㻯㼛㼡㼚㼟㼑㼘㼕㼚㼓㻌㻻㼒㼒㼕㼏㼑㻌㼒㼛㼞㻌㻿㼠㼡㼐㼑㼚㼠㻘㻌㻲㼍㼏㼡㼘㼠㼥㻌㼍㼚㼐㻌㻿㼠㼍㼒㼒㻌㻔㻼㼞㼛㼒㻚㻌㼀㻚㻌㻲㼁㻾㼁㻴㻭㻾㻭㻕㻌㻌㻿㼑㼞㼢㼕㼏㼑㻌㻰㼕㼢㼕㼟㼕㼛㼚㼟㻌㻌㼀㼑㼏㼔㼚㼕㼏㼍㼘㻌㻿㼑㼞㼢㼕㼏㼑㻌㻯㼑㼚㼠㼑㼞㻌㻔㻴㼑㼍㼐㻦㻌㼅㻚㻌㻹㼁㻾㻭㻷㻭㻹㻵㻕㻌㻌㻭㼐㼙㼕㼚㼕㼟㼠㼞㼍㼠㼕㼢㼑㻌㻻㼒㼒㼕㼏㼑㻌㻔㻴㼑㼍㼐㻦㻌㼅㻚㻌㼀㻭㻷㻭㻴㻭㻿㻴㻵㻕－47－- 47 -