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Explaining productivity differences[electronic resource] :comparative analysis of automotive plants in Japan, the United States, Thailand and China /

紀錄類型:	書目-電子資源 : Monograph/item
杜威分類號:	338.45616292
書名/作者:	Explaining productivity differences : comparative analysis of automotive plants in Japan, the United States, Thailand and China // by Hiromichi Shibata.
作者:	Shibata, Hiromichi.
出版者:	Singapore : : Springer Singapore :, 2016.
面頁冊數:	xi, 59 p. : : ill., digital ;; 24 cm.
Contained By:	Springer eBooks
標題:	Automobile industry and trade
標題:	Labor productivity
標題:	Business and Management.
標題:	Production.
標題:	International Business.
標題:	Automotive Industry.
標題:	Labor Economics.
標題:	Business Strategy/Leadership.
ISBN:	9789811019593
ISBN:	9789811019586
內容註:	1. Introduction -- 2. The Mother Plant in Japan and Its Transplants in the United States -- 3. The Transplants in Thailand and China -- 4. Conclusion.
摘要、提要註:	This book, in contrast with previous research and popular discussions that focus on the productivity of workers, identifies the critical influence of supervisors and engineers as key drivers of productivity differentials. To do so, it analyzes productivity at a Japanese car component plant and its three offshoot plants located in the United States, Thailand, and China and how productivity evolved at these plants from the mid-1990s to the early 2010s. The author's participatory observation approach reveals that productivity and work practices converged to a limited degree over the years at all four plants. Particularly influential are the persistent differences at these plants in the extent to which workers learn how to combine and integrate their production skills with troubleshooting skills. Supervisors play a key role in developing this integration in Japan, while worker skills remain separated in the other countries. Integrated skill development is promoted in Japan through the trusting relationships that first-line supervisors enjoy with their workforce. In the plants abroad, in contrast, the persistence of workers' control over their individual skill development and careers impedes the development of integrated skills. Manufacturing engineers at the Japanese mother plant also play key linking roles, thereby enhancing communications and problem-solving on the shop floor, whereas manufacturing engineers at the US, Thai, and Chinese plants play more limited and compartmentalized roles. As a result, productivity remains high in Japan and lags in the other plants. Surprisingly, Japanese managers remain reluctant to introduce these more productive work practices in the offshoot plants.
電子資源:	http://dx.doi.org/10.1007/978-981-10-1959-3

Explaining productivity differences[electronic resource] :comparative analysis of automotive plants in Japan, the United States, Thailand and China /
Shibata, Hiromichi.

Explaining productivity differencescomparative analysis of automotive plants in Japan, the United States, Thailand and China /[electronic resource] :by Hiromichi Shibata. - Singapore :Springer Singapore :2016. - xi, 59 p. :ill., digital ;24 cm. - SpringerBriefs in business,2191-5482. - SpringerBriefs in business..

1. Introduction -- 2. The Mother Plant in Japan and Its Transplants in the United States -- 3. The Transplants in Thailand and China -- 4. Conclusion.

This book, in contrast with previous research and popular discussions that focus on the productivity of workers, identifies the critical influence of supervisors and engineers as key drivers of productivity differentials. To do so, it analyzes productivity at a Japanese car component plant and its three offshoot plants located in the United States, Thailand, and China and how productivity evolved at these plants from the mid-1990s to the early 2010s. The author's participatory observation approach reveals that productivity and work practices converged to a limited degree over the years at all four plants. Particularly influential are the persistent differences at these plants in the extent to which workers learn how to combine and integrate their production skills with troubleshooting skills. Supervisors play a key role in developing this integration in Japan, while worker skills remain separated in the other countries. Integrated skill development is promoted in Japan through the trusting relationships that first-line supervisors enjoy with their workforce. In the plants abroad, in contrast, the persistence of workers' control over their individual skill development and careers impedes the development of integrated skills. Manufacturing engineers at the Japanese mother plant also play key linking roles, thereby enhancing communications and problem-solving on the shop floor, whereas manufacturing engineers at the US, Thai, and Chinese plants play more limited and compartmentalized roles. As a result, productivity remains high in Japan and lags in the other plants. Surprisingly, Japanese managers remain reluctant to introduce these more productive work practices in the offshoot plants.

ISBN: 9789811019593

Standard No.: 10.1007/978-981-10-1959-3doiSubjects--Topical Terms:

195791
Automobile industry and trade

LC Class. No.: HD9710.A2 / S55 2016

Dewey Class. No.: 338.45616292

Explaining productivity differences[electronic resource] :comparative analysis of automotive plants in Japan, the United States, Thailand and China /
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