The limits to‘Japanisation’—Just‐in‐Time, labour relations and the UK automotive industry

Turnbull, Peter

doi:10.1111/j.1468-005x.1988.tb00084.x

Cited by 134 publications

(76 citation statements)

References 6 publications

(4 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This argument has been extended to AMT in general (e.g., Cooley, 1984) and to JIT and TQM (Delbridge, Turnbull, & Wilkinson, 1992;Garrahan & Stewart, 1992;Klein, 1989). Turnbull (1988), for instance, characterized JIT as 'recreating the rhythm of assembly line pacing' (p. 62; see also Klein, 1991). Similarly, Sitkin, Sutcliffe, and Schroeder (1994) argue that where TQM takes the form of 'total quality control' (as opposed to 'total quality learning') it disempowers employees.…”

Section: The Relationship Between Im and Empowermentmentioning

confidence: 92%

Integrated manufacturing, empowerment, and company performance

2004

View full text Add to dashboard Cite

SummaryThere is controversy over whether integrated manufacturing (IM), comprising advanced manufacturing technology, just-in-time inventory control and total quality management, empowers or deskills shop floor work. Moreover, both IM and empowerment are promoted on the assumption that they enhance competitiveness. We examine these issues in a study of 80 manufacturing companies. The extent of use of IM was positively associated with empowerment (i.e., job enrichment and employee skill enhancement), but, with the minor exception of AMT, bore little relationship with subsequent company performance. In contrast, the extent of empowerment within companies predicted the subsequent level of company performance controlling for prior performance, with the effect on productivity mediating that on profit.

show abstract

Section: The Relationship Between Im and Empowermentmentioning

confidence: 92%

Integrated manufacturing, empowerment, and company performance

2004

View full text Add to dashboard Cite

show abstract

“…A frequent criticism of lean manufacturing concerns its use of team-working practices in creating a culture of peer surveillance and pressure (Sewell & Wilkinson, 1992;Turnbull, 1988). Mechanisms of quality control and feedback utilised within lean teams are often believed to intensify individual accountability and contribute to a 'blame' culture when defects are detected (Conti et al, 2006;.…”

Section: Hypothesis 2: Day-level Problem Solving Is Positively Relatementioning

confidence: 99%

“…Their unique relevance to this context is discussed within the presented studies and outlined in Table 1.2. Mechanisms of quality control and feedback, in addition to teamworking practices heightens the level of peer surveillance and individual accountability (Sewell & Wilkinson, 1992;Turnbull, 1988 Multidisciplinary production units whereby interdependent tasks are grouped together and all activity is oriented toward the production of a single product or family of products. This is intended to maximise group autonomy and reduce the need for decision making outside the immediate work group (Klein, 1991;Susman, 1976).…”

Section: Feedback (Study 1 2)mentioning

confidence: 99%

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

View full text Add to dashboard Cite

ii Declaration I hereby certify that this material, which I now submit for assessment on the programme of study leading to the award of Doctor of Philosophy is entirely my own work, and that I have exercised reasonable care to ensure that the work is original, and does not to the best of my knowledge breach any law of copyright, and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work. Flood. Patrick has provided great support and guidance during the past four years. He was also very influential in my decision to undertake the PhD during my time as a teaching assistant in DCU, and I will always be grateful for that push in the right direction. Over the past four years Janine has become both a wonderful mentor and a great friend. She has acted as my personal coach during this time and continued to build my confidence in my writing, presenting, and analytical skills, particularly when I was feeling insecure. Janine has also been a great advocate of my career and helped me to broaden my skills during my time as a PhD student in terms of teaching, writing and networking. The activities we were involved in together kept me sane and allowed me to maintain balance and perspective on my research. Both supervisors shared their wide international network of colleagues with me during my research which allowed me to meet and work with a number of very influential and interesting people over the years. It was a pleasure to work with you both.I would also like to thank Professor Eva Demerouti (Eindhoven University of Technology) with whom I collaborated with throughout this research. Eva was extremely accommodating when I approached her as an inexperienced and nervous first year student wanting to draw on her time and expertise in the area of engagement and burnout. I am very grateful for all the time, advice and encouragement she provided at our meetings in Utrecht, Eindhoven and during conferences. I also wish to acknowledge the time and effort spent by Eva in reading my work and assisting me with my statistical analysis, which is greatly appreciated. AbstractStudies to date which examine the quality of working life under lean manufacturing have yielded contradictory findings, whereby positive, negative and contingent effects on employee well-being have been demonstrated. A large contributor to these inconsistencies is the absence of an applicable model of job design which captures the complex socio-technical nature of this context. This research proposes and tests a model of job design under lean manufacturing using the Job Demands-Resources framework in order to capture the distinct motivational and health-impairing potential of this context. Cross-sectional data was collected from 200 employees working in a multi-national pharmaceutical manufacturing organisation with extensive lean usage. The findings supported hypotheses relating to the direct and interactive effects of lean-specific resources and demands in the prediction of ...

show abstract

“…But the isolation of three strategies may explain some of the criticism of how TQM has been implemented. Some critics claim that the process-oriented TQM strategies could be interpreted as a refined strategy of detailed control: "TQM in effect translates into Total Management Control" (Deldridge et al, 1992; see also Oliver, 1991;and Turnbull, 1988). If Taylorism in practice means detailed prescription of work and systematic control of the workers, TQM deals with analysis, improvements, and overall control of the entire work processes through a goal-oriented control system.…”

Section: Total Quality Management and Work Organizationmentioning

confidence: 98%

“…• Some studies claim that TQM can be a refined management strategy designed to control the employees; TQM requires thorough analysis, evaluation, and development of the work processes (Deldridge et al, 1992;Oliver, 1991;Turnbull, 1988). …”

Section: Theoretical Relationship Between Tqm and Work Developmentmentioning

confidence: 99%

Total quality management and work organization: Relationship between quality management strategies and work organization in Swedish industrial companies

Bengtsson

Ljungström

1998

Hum. Factors Man.

View full text Add to dashboard Cite

The limits to‘Japanisation’—Just‐in‐Time, labour relations and the UK automotive industry

Cited by 134 publications

References 6 publications

Integrated manufacturing, empowerment, and company performance

Integrated manufacturing, empowerment, and company performance

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Total quality management and work organization: Relationship between quality management strategies and work organization in Swedish industrial companies

Contact Info

Product

Resources

About