Easternisation: the spread of Japanese management techniques to developing countries
What can developing countries learn from the phenomenal success of Japanese manufacturing? Not the application of capital-intensive imported automation technologies, but instead the use of a radically new set of management techniques. These revolutionise the organisation of work, require different f...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Ilford u.a.
Cass u.a.
1994
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | What can developing countries learn from the phenomenal success of Japanese manufacturing? Not the application of capital-intensive imported automation technologies, but instead the use of a radically new set of management techniques. These revolutionise the organisation of work, require different factory layouts, alter the scheduling of production through the factory and change the relationship with suppliers and customers It might be thought that these new management techniques require the high levels of education and training found in the Japanese labour force. But this book - based upon studies of firms implementing these new management techniques in a range of developing countries in Asia, Latin America and sub-Saharan Africa (as well as the UK and the USA) - shows that considerable gains can be achieved even in low-income countries with poor levels of human resource development. These management techniques improve the performance both of the implementing firms and the overall economy But success is not automatic and many firms fail in their attempts to introduce these new managerial techniques. Based upon the results of primary research the author argues the case for actively promoting the rapid diffusion of these techniques and identifies policy implications for governments, management and labour. Moreover, as the research shows, success cannot be achieved by trying to replicate the social relations used by the Japanese. A new path has to be identified, one which builds on the specific cultural and political experience of individual firms and countries, and one which confronts the need to forge a new path of social development |
| Beschreibung: | XXII, 321 S. graph. Darst. |
| ISBN: | 0714646113 0714641359 |
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| 520 | 3 | |a What can developing countries learn from the phenomenal success of Japanese manufacturing? Not the application of capital-intensive imported automation technologies, but instead the use of a radically new set of management techniques. These revolutionise the organisation of work, require different factory layouts, alter the scheduling of production through the factory and change the relationship with suppliers and customers | |
| 520 | |a It might be thought that these new management techniques require the high levels of education and training found in the Japanese labour force. But this book - based upon studies of firms implementing these new management techniques in a range of developing countries in Asia, Latin America and sub-Saharan Africa (as well as the UK and the USA) - shows that considerable gains can be achieved even in low-income countries with poor levels of human resource development. These management techniques improve the performance both of the implementing firms and the overall economy | ||
| 520 | |a But success is not automatic and many firms fail in their attempts to introduce these new managerial techniques. Based upon the results of primary research the author argues the case for actively promoting the rapid diffusion of these techniques and identifies policy implications for governments, management and labour. Moreover, as the research shows, success cannot be achieved by trying to replicate the social relations used by the Japanese. A new path has to be identified, one which builds on the specific cultural and political experience of individual firms and countries, and one which confronts the need to forge a new path of social development | ||
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| 650 | 7 | |a ECONOMIC DEVELOPMENT |2 unbist | |
| 650 | 7 | |a INDUSTRIAL DEVELOPMENT |2 unbist | |
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Datensatz im Suchindex
| _version_ | 1804124349059301376 |
|---|---|
| adam_text | CONTENTS
List of Tables vii
List of Figures x
Acknowledgements xiii
Glossary xvii
Preface by Charles Cooper xxi
PARTI:
1. The Significance and Nature of Japanese Manufacturing Techniques 3
2. Can Japanese Management Techniques Travel? 37
PART II:
3. The Diffusion of Japanese Management Techniques in Developing
Countries: Experience from India 73
4. The Diffusion of Japanese Management Techniques in Developing
Countries: Experiences from Three Latin American Economies
(Brazil, the Dominican Republic and Mexico 103
PART III:
5. Japanese Management Techniques in Zimbabwe: The Context of
Diffusion 145
6. Ofco: Building Flexibility into Layout: Industrial Shelving and
Office Furniture 169
7. Cartsco: Plant Management is Critical for Successful
Implementation 191
8. Autoco: Holding the Gains 217
9. Cartonco: Inappropriate Corporate S trategy and Lack of Managerial
Commitment Limit the Gains 239
v
CONTENTS (cont.)
PART IV:
10. Promoting the Diffusion of Japanese Management Techniques
inLDCs 271
References 313
vi
LIST OF TABLES
Table 1.1 Summary of Assembly Plant Characteristics (1989) 4
Table 1.2 Shortening of Set Up Time and Reduction of Lot Size in
Toyota (1970 80) 25
Table 1.3 The Ten Most Active Kaizen Programmes in Japan (1990) 32
Table 1.4 Comparative Performance on Employee Suggestions,
Sample of US and Japanese Firms 32
Table 2.1 Net Benefits of Reorganisation 1984 87, £1984 61
Table 2.2 Suggestion Schemes: LFS and Toyota Compared 65
Table 3.1 Greaves Ltd.: Impacts of Organisational Change,
Ahmednagar Plant 82
Table 3.2 Improvements Resulting from Organisational Change
in Modi Zerox (1989 90) (%) 87
Table 3.3 Comparison between Surajpur and Fyderabad Plants of
Escorts Ltd. (1990) 91
Table 3.4 Educational Level of Quality Circle Members: J.K.
Industries 95
Table 3.5 Span of Experience of Quality Circle Members: J.K.
Industries 96
Table 3.6 Quality Circles and Related Area: J.K. Industries 96
Table 3.7 Productivity Improvements: J.K. Industries (1976 89) 97
Table 4.1 Some Basic Indicators: Brazil, the Dominican Republic
and Mexico 105
Table 4.2 Adoption of Intra Plant JIT in the Brazilian Machinery
Sector 114
Table 4.3 Introduction of Organisational Change in the Brazilian
Auto Components Sector 118
Table 4.4 Percentage Enhancements in Operation following the
Adoption of Japanese Management Techniques in Two
Brazilian Auto Component Firms 121
vii
Table 4.5 Impact of Japanese Manufacturing Techniques in Two
Brazilian Auto Components Producers 122
Table 4.6 Factors Influencing the Decision to Initiate Japanese
Management Techniques Designed to Enhance Quality
and Productivity in 18 Brazilian Firms 124
Table 4.7 The Adoption of JIT in Electrical Product Assembly in
US TNC Subsidiary in Dominican Republic Export
Processing Zone 131
Table 5.1 Age Structure of 78 Sample Companies Major Machinery
(percentage) 156
Table 5.2 Growth in GDP and Manufacturing (Z ) 159
Table 6.1 The WIP Situation at Ofco prior to Reorganisation, End of
September 1990 171
Table 6.2 The Impact of Production Reorganisation: Industrial
Shelves 178
Table 6.3 The Impact of Production Reorganisation: Grease Nipple
Assemblies 179
Table 6.4 The Impact of Production Reorganisation: Waste Paper
Bins 180
Table 6.5 The Impact of Production Reorganisation: Book ends 181
Table 6.6 The Impact of Production Reorganisation: The Production
of Components 182
Table 6.7 Comparison of Education, Years of Employment and
Training in Industrial Shelving Area Workforce (Perm¬
anent and Casual) and Workers in QTF s (Average and
S tandard Deviation) 184
Table 7.1 Random Sampling of Major Activities in Cartsco Norton
Workforce over Eight Day Period Before Reorganisation
was Fully Effective (1,600 Observations) 196
Table 7.2 Value Added and Actual Time and Distance in Guillotine
and Brake Press for Scotch Carts before Reorganisation 200
Table 7.3 Impact of Changes in the Cropping Section 210
Table 7.4 Impact of Changes in Scotch Cart Assembly 211
Table 7.5 Impact of Changes on Variable Manufacturing Costs of a
Haka Wagon (Z $) 211
viii
Table 8.1 Structure of Production Costs under LDC Operating
Conditions 225
Table 8.2 Productivity Benefits Arising from the Introduction of
Manufacturing Cells and the Transition to Single Unit
Row Production 229
Table 8.3 Scrap as Percentage of Total Output 230
Table 9.1 Levels of Education in Various Quality Task Force Groups 264
Table 9.2 Salary Composition of Workforce (Z $) 265
Table 10.1 Sources of Information Used in Developing Quality at
Source Programme 283
Table 10.2 Frequency of Meetings of the Quality Task Forces, Task
Forces and Steering Committees 289
ix
LIST OF FIGURES
Figure 1.1 Potential Benefits Arising from the Successful Introduc¬
tion of Japanese Managerial Techniques in Developing
Countries 6
Figure 1.2 Historical Trends in the Growth of Real GDP and Output
for Six Major Industrial Countries 10
Figure 1.3 Functional Group and Line Layout 23
Figure 1.4 Productivity Improvement in the Transition from Mass
Production to Flexible Specialisation 31
Figure 2.1 Pre Reorganisation Functional Layout 43
Figure 2.2 Reorganisation Mission Statement 45
Figure 2.3 Post Reorganisation Cellular Layout 47
Figure 2.4 Fixed Investment as a Per Cent of Sales (1975 88) 49
Figure 2.5 Size and Composition of the Labour Force (1975 90) 53
Figure 2.6 Labour Productivity (1975 90) 54
Figure 2.7 Stockturns (All Inventories) (1975 90) 55
Figure 2.8 Breakdown of Stockturns (1980 90) 56
Figure 2.9 Scrap as Per Cent Production Volume, (1983 89) 57
Figure 2.10 Production Costs in Constant Prices (1984 90) 58
Figure 3.1 Crompton Greaves Ltd.: Sales (1980 91) 79
Figure 3.2 Crompton Greaves Ltd.: Pre Tax Profit and Dividends
(1980 89) 80
Figure 3.3 Crompton Greaves Ltd.: Inventory Levels at Ahmednagar
Plant (1986 89) 83
Figure 3.4 Crompton Greaves Ltd.: Number of Overdue Motors,
Ahmednagar Plant (1986 89) 83
x
Figure 3.5 Crompton Greaves Ltd.: Scrap and Zero Defect Opera¬
tors at Ahmednagar Plant 84
Figure 3.6 Management Behaviour Survey in Xerox Corporation:
Modi Xerox s Relative Performance (January 1990) 88
Figure 3.7 Escorts Ltd.: Defective Components from Suppliers
(1986 89) 93
Figure 5.1 Manufacturing as Share GDP: Zimbabwe, Sub Saharan
Africa and S outh Africa 147
Figure 5.2 Index of Per Capita GDP: Zimbabwe, Sub Saharan Africa
and South Africa 149
Figure 5.3 Inflation and Interest Rates 150
Figure 5.4 Balance of Trade and Current Account (Current US $) 151
Figure 5.5 Real Trade Weighted Exchange Rate Indices, 1980 91
(1985=100) 152
Figure 5.6 Index of Educational Expansion (1989=100) 153
Figure 5.7 Outputs and Factor Inputs (Constant Prices, 1980=100) 155
Figure 5.8 Index of Coefficients of Production (1980=100) 155
Figure 5.9 Index of Real Output Growth (Domestic and Border
Prices ) 157
Figure 6.1 Ofco Layout: Before and After Reorganisation 174
Figure 7.1 Sales: Current and Constant Prices (Constant Prices Last
Quarter 1991) 194
Figure 8.1 Distribution of Products, 1991 219
Figure 8.2 Pre and Post Reorganisation Layout for Assembly 224
Figure 8.3 Output per Month (Units, Quarterly Average) 227
Figure 8.4 Production and WIP Indices (June December 1989) 228
Figure 8.5 Performance on Scrap Reduction over Three Years 233
Figure 9.1 Monthly Sales: Current and Constant (January 1989)
Prices 241
Figure 9.2 Inventory Levels (Days of Stocks), 1989 91 247
xi
Figure 9.3 Paper Waste, 1989 91 251
Figure 9.4 Board Waste, 1989 91 252
Figure 9.5 Average Set Up Time, Cutting Machines, 1989 91
(Hours) 252
Figure 9.6 Average Set Up Time, Litho Machines, 1989 91 (Hours) 253
Figure 9.7 Average Wash Up Time for Litho Machines, 1989 91
(Hours) 253
Figure 9.8 Number of Set Ups per Month, Cutting and Litho, 1989 91 254
Figure 9.9 Repair Time for Two Litho and Two Cutting Machines
(Hours per Month) 256
Figure 10.1 Typology for Adoption of Japanese Management Techni¬
ques, with Some Examples 274
Figure 10.2 Some Examples of the Role of Management in the Adopt¬
ion of Japanese Management Techniques 286
xii
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| spelling | Kaplinsky, Raphael Verfasser aut Easternisation the spread of Japanese management techniques to developing countries Raphael Kaplinsky with Anne Posthuma 1. publ. Ilford u.a. Cass u.a. 1994 XXII, 321 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier What can developing countries learn from the phenomenal success of Japanese manufacturing? Not the application of capital-intensive imported automation technologies, but instead the use of a radically new set of management techniques. These revolutionise the organisation of work, require different factory layouts, alter the scheduling of production through the factory and change the relationship with suppliers and customers It might be thought that these new management techniques require the high levels of education and training found in the Japanese labour force. But this book - based upon studies of firms implementing these new management techniques in a range of developing countries in Asia, Latin America and sub-Saharan Africa (as well as the UK and the USA) - shows that considerable gains can be achieved even in low-income countries with poor levels of human resource development. These management techniques improve the performance both of the implementing firms and the overall economy But success is not automatic and many firms fail in their attempts to introduce these new managerial techniques. Based upon the results of primary research the author argues the case for actively promoting the rapid diffusion of these techniques and identifies policy implications for governments, management and labour. Moreover, as the research shows, success cannot be achieved by trying to replicate the social relations used by the Japanese. A new path has to be identified, one which builds on the specific cultural and political experience of individual firms and countries, and one which confronts the need to forge a new path of social development DEVELOPING COUNTRIES unbist ECONOMIC DEVELOPMENT unbist INDUSTRIAL DEVELOPMENT unbist INDUSTRIAL MANAGEMENT unbist Innovatiediffusie gtt JAPAN unbist Management gtt Entwicklungsländer Industrial management Developing countries Industrial management Japan Management (DE-588)4037278-9 gnd rswk-swf Japan (DE-588)4028495-5 gnd rswk-swf Entwicklungsländer (DE-588)4014954-7 gnd rswk-swf Japan (DE-588)4028495-5 g Management (DE-588)4037278-9 s Entwicklungsländer (DE-588)4014954-7 g DE-604 Posthuma, Anne Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006611327&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Kaplinsky, Raphael Easternisation the spread of Japanese management techniques to developing countries DEVELOPING COUNTRIES unbist ECONOMIC DEVELOPMENT unbist INDUSTRIAL DEVELOPMENT unbist INDUSTRIAL MANAGEMENT unbist Innovatiediffusie gtt JAPAN unbist Management gtt Entwicklungsländer Industrial management Developing countries Industrial management Japan Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4028495-5 (DE-588)4014954-7 |
| title | Easternisation the spread of Japanese management techniques to developing countries |
| title_auth | Easternisation the spread of Japanese management techniques to developing countries |
| title_exact_search | Easternisation the spread of Japanese management techniques to developing countries |
| title_full | Easternisation the spread of Japanese management techniques to developing countries Raphael Kaplinsky with Anne Posthuma |
| title_fullStr | Easternisation the spread of Japanese management techniques to developing countries Raphael Kaplinsky with Anne Posthuma |
| title_full_unstemmed | Easternisation the spread of Japanese management techniques to developing countries Raphael Kaplinsky with Anne Posthuma |
| title_short | Easternisation |
| title_sort | easternisation the spread of japanese management techniques to developing countries |
| title_sub | the spread of Japanese management techniques to developing countries |
| topic | DEVELOPING COUNTRIES unbist ECONOMIC DEVELOPMENT unbist INDUSTRIAL DEVELOPMENT unbist INDUSTRIAL MANAGEMENT unbist Innovatiediffusie gtt JAPAN unbist Management gtt Entwicklungsländer Industrial management Developing countries Industrial management Japan Management (DE-588)4037278-9 gnd |
| topic_facet | DEVELOPING COUNTRIES ECONOMIC DEVELOPMENT INDUSTRIAL DEVELOPMENT INDUSTRIAL MANAGEMENT Innovatiediffusie JAPAN Management Entwicklungsländer Industrial management Developing countries Industrial management Japan Japan |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006611327&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT kaplinskyraphael easternisationthespreadofjapanesemanagementtechniquestodevelopingcountries AT posthumaanne easternisationthespreadofjapanesemanagementtechniquestodevelopingcountries |