The Myth of Japanese Efficiency: The World Car Industry in a Globalizing AgeCombining case studies with accessible but rigorous production models and historical background, this provocative book challenges accepted views on Japanese production methods in the world car industry. The book argues that the 'lean and flexible' production model popularly associated with Toyota MC is a myth, but one which sheds light on cultural responses to the attendant stresses of globalization. To illustrate this, Dan Coffey provides individual studies of process flexibility, labour productivity and the re-organization of work in the global car industry. Wider evaluations of Japanese impacts on the global economy and a resurgent Western capitalism are then made, progressing the case for a fundamental re-assessment of the narratives informing popular accounts of Japan's manufacturing success. Beginning with the fictionalization of history and propagation of empirical counterfactuals and finishing with observations on the wider impact of the 'lean and flexible' approach, the bold and controversial conclusion reacheld by the author is that what is at stake is our understanding of the form and meaning of 'production fantasy'. The Myth of Japanese Efficiency casts a familiar debate in an unfamiliar light. It will strongly appeal to management and business strategy academics, political economists and industrial sociologists interested in the debate on Fordist versus 'post-Fordist' production methods/'lean and flexible' manufacture and Japanese post-war success in the world market for manufactured goods. Human resource management specialists interested in best production practice will also find much to interest them within this book. |
From inside the book
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... Rover Group controversy that provides a useful point of departure on these issues . The Brady and Lorenz study draws on first - hand interviews with senior management figures in both Rover and BMW , as well as other relevant parties ...
... Rover Group : this choice was motivated in part by Rover's own efforts to emulate a BMW type market strategy . With respect to reasons for ultimate failure , Brady and Lorenz are equally definite . The position taken and asserted at ...
... Rover at least minimally viable . In terms of manufacturing – discipline , attention to detail , production quality - Rover cars had learned a lot from the Japanese . But for BMW even the Honda influence on Rover was a mixed blessing ...
Contents
Introducing the myth of Japanese efficiency | 1 |
a myth encountered | 15 |
the BMWRover Group controversy | 44 |
Copyright | |
7 other sections not shown