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Just Another Car Factory? : Lean Production and Its Discontents / Christopher Huxley, James Rinehart, David Robertson.

By: Contributor(s): Material type: TextTextPublisher: Ithaca, NY : Cornell University Press, [2018]Copyright date: ©1997Description: 1 online resource (264 p.) : 4 charts, 10 tablesContent type:
Media type:
Carrier type:
ISBN:
  • 9781501729690
Subject(s): DDC classification:
  • 629.2/068 21
LOC classification:
  • HD9710.N572 R56 1997
Other classification:
  • online - DeGruyter
Online resources:
Contents:
Frontmatter -- Contents -- Author Recognition -- Acknowledgments -- Introduction -- CHAPTER 1. The Strike That Was Not Supposed to Happen -- CHAPTER 2. Touring the Plant -- CHAPTER 3. Lean Production: The Essentials and CAMPs Version -- CHAPTER 4. Recruitment and Training -- CHAPTER 5. Working at CAMI: Multiskilling or Multitasking? -- CHAPTER 6. Working Lean -- CHAPTER 7. Team Concept and Working in Teams -- CHAPTER 8. Gender on the Line -- CHAPTER 9. The Kaizen Agenda -- CHAPTER 10. Kaizen: Shop Floor Responses and Outcomes -- CHAPTER 11. Commitment -- CHAPTER 12. The Union -- CHAPTER 13. Is CAM! Exceptional? -- CHAPTER 14. Just Another Car Factory? -- APPENDIX I. Methodology -- APPENDIX II. Questionnaire Items Referred to in the Text -- References -- Index
Summary: This study of CAMI Automotive, a unionized joint venture between General Motors and Suzuki, is the most comprehensive ever undertaken of a lean production plant. James Rinehart, Christopher Huxley, and David Robertson address a topic that has inspired fierce debate in industrial relations, sociology, labor studies, and human resource management. Heralded as a model of lean production when it opened in 1989, CAMI promised workers something different from traditional plants—a humane environment, empowerment, and cooperative labor-management relations. However, the enthusiasm workers felt during the orientation and early phases of production steadily declined, as did their involvement in participatory activities. Workers came to describe CAMI as "just another car factory." Union challenges and shopfloor resistance to key elements of the lean system grew, capped by a five-week strike in 1992. The authors attribute workers' disillusionment to lean production itself rather than to North American managers' inadequate implementation.
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Item type Current library Call number URL Status Notes Barcode
eBook eBook Biblioteca "Angelicum" Pont. Univ. S.Tommaso d'Aquino Nuvola online online - DeGruyter (Browse shelf(Opens below)) Online access Not for loan (Accesso limitato) Accesso per gli utenti autorizzati / Access for authorized users (dgr)9781501729690

Frontmatter -- Contents -- Author Recognition -- Acknowledgments -- Introduction -- CHAPTER 1. The Strike That Was Not Supposed to Happen -- CHAPTER 2. Touring the Plant -- CHAPTER 3. Lean Production: The Essentials and CAMPs Version -- CHAPTER 4. Recruitment and Training -- CHAPTER 5. Working at CAMI: Multiskilling or Multitasking? -- CHAPTER 6. Working Lean -- CHAPTER 7. Team Concept and Working in Teams -- CHAPTER 8. Gender on the Line -- CHAPTER 9. The Kaizen Agenda -- CHAPTER 10. Kaizen: Shop Floor Responses and Outcomes -- CHAPTER 11. Commitment -- CHAPTER 12. The Union -- CHAPTER 13. Is CAM! Exceptional? -- CHAPTER 14. Just Another Car Factory? -- APPENDIX I. Methodology -- APPENDIX II. Questionnaire Items Referred to in the Text -- References -- Index

restricted access online access with authorization star

http://purl.org/coar/access_right/c_16ec

This study of CAMI Automotive, a unionized joint venture between General Motors and Suzuki, is the most comprehensive ever undertaken of a lean production plant. James Rinehart, Christopher Huxley, and David Robertson address a topic that has inspired fierce debate in industrial relations, sociology, labor studies, and human resource management. Heralded as a model of lean production when it opened in 1989, CAMI promised workers something different from traditional plants—a humane environment, empowerment, and cooperative labor-management relations. However, the enthusiasm workers felt during the orientation and early phases of production steadily declined, as did their involvement in participatory activities. Workers came to describe CAMI as "just another car factory." Union challenges and shopfloor resistance to key elements of the lean system grew, capped by a five-week strike in 1992. The authors attribute workers' disillusionment to lean production itself rather than to North American managers' inadequate implementation.

Mode of access: Internet via World Wide Web.

In English.

Description based on online resource; title from PDF title page (publisher's Web site, viewed 26. Apr 2024)