Kawasaki Case

The plant experienced severe difficulties during its initial phase of operation, and there was considerable conflict between American managers and their Japanese advisors. The Japanese sought to implement a just-in-time (JIT) inventory program, but the Americans were slow to accept this; once the Americans at the plant accepted it, additional time and resources were required to convince the plant's domestic suppliers that the system was in their best interests and that they would reap benefits by adopting the JIT approach. Eventually, the plant overcame most of the problems that it encountered with respect to this, and the factory now operates on a modified JIT system, although KANBAN cards have not yet been introduced as the Japanese advisors would like, and there are no quality circles.

Resistance to change was high among the American managers and workers when the JIT system wa

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Approximate Word count = 1171
Approximate Pages = 5 (250 words per page)

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