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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