Japanese Mangement Techniques Applied to Factories
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Much has been written during the 1980s about Japanese management and how the techniques employed by the Japanese have ramifications and applications to management throughout the world. Just-in-time (JIT) inventory management and Total Quality Management (TQM) have both gained popularity in the United States and United Kingdom, as well as other regions, and their roots can be traced to Japan. However, management analysts have been interested in Japanese management techniques for a number of years prior to the recent wave of attention focused on Japanese management, and some researchers were conducting studies on factories in Japan and comparing their management styles to factories in the United Kingdom. This research examines two such works, written ten years apart, which studied Japanese factories and used the findings to consider applications in Britain.Robert Dore studied four factories, two of the English Electric Company (located in Bradford and Liverpool) and two belonging to the Hitachi company (located in Furusato and Taga). Dore considered the overall factory structure in his study, but compared similar units when examining smaller components of the four factories. For example, when working with job allocation, Dore focused on the washing machine assembly lines at Taga and Liverpool and on the shops producing generators and motors at Bradford and Furusato. As much as possible, the factories were chosen for their similarities which m
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in the market and more likely to be drawn to companies which can offer stable long-term employment (similar to the situation which he found in Japan). Certainly the recent experiences in the United States suggest that downsizing is becoming a popular trend among large companies, and that trend has been seen in the United Kingdom, as well. While employees may prefer long-term employment with a single employer, Western companies are not aligning themselves to this strategy. In fact, some Japanese companies which have traditionally followed lifetime employment have been forced (in occasional cases) to depart from this strategy. Dore did not foresee the rapid globalization and consolidation which has taken place in the 20 years since his report.
Dore also holds that there are advantages to being a "late starter," as he identifies Japan after World War II. Where the United States and England built their post-war activities on existing infrastructure, the Japanese infrastructure was essentially destroyed. However, the Japanese were able to start their activities from the same point as the Americans and British because these two nations had already gone through the learning process and were willing to share their information. Co
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Some common words found in the essay are:
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Approximate Word count = 2990
Approximate Pages = 12 (250 words per page)
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