The Myth of Japanese Efficiency: The World Car Industry in a Globalizing Age
Combining 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.
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At the same time , these parts of the chapters complement the parts which develop the case on the basis of other forms of evidence , whether analytical or empirical . 1.3 CHAPTER CONTENTS AND PROGRESSION While it is hoped that the book ...
And indeed this is the empirical basis for what Womack et al . ( 1990 : 94 ) call their ' simple axiom ' , namely that lean organization is a prerequisite to successful plant automation . It is instructive to consider this further .
On the basis of the unsophisticated but defensible technique of looking at the residuals computed from the exercise in simple regression , it is unclear on what basis Japan would have looked organizationally ' superior .
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Introducing the myth of Japanese efficiency
a myth encountered
the BMWRover Group controversy
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