Japanese Management & American Workers

Joseph and Suzi Fucini's book chronicles the cultural clash between American hourly workers (and American managers) and the imperatives of the Japanese corporate management system which took place at Mazda's new Flat Rock, Michigan automotive plant between 1985 and 1989. Replete with convincing detail and human interest, the book examines the implications for both the American work force and Japanese industry of the growing corporate Japanese beach head in America which employed as of 1991 approximately 840,000 Americans. Viewed largely from the perspective of the factory floor, the book analyzes the potential incompatibility between U.S. worker expectations and the predictable demands of Japanese managers and the consequences. It is less effective in placing the problems it addresses within a broader economic and social perspective or in recommending practical solutions.

Launched with considerable ballyhoo in 1985, Mazda's Flat Rock plant had the strong support of various interests and constituencies in both countries. In conventional terms, the plant, which came into operation within two years and is one of the most efficient automotive plants in the U.S., has justified itself financially. Mazda has thereby provided high wage employment for thousands of American workers and managers in the economically depressed Rust Belt who would otherwise have lacked comparable job opportunities. The Flat Rock project was supported and subsidized through

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ant. It announced its intentions to create a "third world culture" which would adapt its just in time production system and team work concepts to the temperament of the American worker. Mazda went to extraordinary lengths to inculcate in its American hourly worker the desired sense of unity and commitment to the company. The techniques Mazda employed were initially appealing to the young work force it recruited many of whom were disenchanted with the hierarchical American system of assembly line factory management. An elaborate orientation and training program was implemented. Team leaders spent 30 days in Japan where they were indoctrinated into Japanese labor management practices. Workers were cross-trained so that all team members could handle each other's jobs. The Flat Rock plant was designed to facilitate open communication between workers and management. Japanese trainers or "dispatches" were assigned to work with their American charges and to infuse in them with the co-operative team spirit, group initiative and herculean efforts required by Mazda. During the two year start-up phase, employee morale was high. The UAW gave Mazda its full cooperation. The usual bugs and other problems were solved and a high level

Category: Business - J