Book note - Nicolas Hatzfeld

LEAN WORK

Steve Babson (ed.),
Detroit, Wayne State University Press, 1995, 380 pages.

• "Lean production" logics : Mike Parker and Jane Slaughter define this as a system of reducing costs thanks to "stress management". For John Paul MacDuffie, this allows workers to develop their competence, their social networks and identification with the firm. It also allows for unions to redefine their mission. According to Adrienne Eaton, this system is, in essence, neither an exploitive one nor one that favors social progress. However, unions can not define their objectives only in terms of the firm's goals.
• "Lean production" in Japanese history : John Price analyzes the formative years of this system in Japan, from 1946 to approximately 1970. Hideo Totsuka studied unions in firms such as Toyota and Nissan in Japan. According to him, the Japanese model is a pluralistic one, and results from unique circumstances. Methodology : Karel Williams and his colleagues reject MIT's method, explaining that it can not handle the numerous differences between factories and vehicles. They propose another type of analysis. Candace Howes explains that Japanese constructors most probably do not export to their American transplants the core functioning of their production system. Finally, John Paul MacDuffie and Frtiz K. Pil respond to criticisms by describing continual adjustments to the comparison made by MIT.
• Six case studies : Laurie Graham analyzes "lean production" in the Subaru-Isuzu factory, a firm lacking a union. Paul Adler presents NUMMI which he defines as a form of "democratic Taylorism". James Rinehart, Chris Huxley and David Robertson examine contrasting results in the GM-Suzuki (CAMI) joint venture which led to the 1992 conflict. Similar conflicts erupted in the Mazda firm, and are presented by Steve Babson. The last two cases involve Mexico. For Harley Shaiken, the results of the Hermosillo factory justifies for Ford its delocalization strategy. On the other hand, Susan Helper unveils the hidden costs of of the Maquiladoras transplants.
• Two European models of elevated salaries and participative organization of work: According to Christian Berggren, the Volvo factory in Uddevalla continues tobe a viable alternative to "lean production". Ulrich Jurgens underlines the German model and its exceptionally high level of worker qualification and automization.
• Training : James Jacob analyzes the MACI system, a Toyota and Nippodenso jointventure, lacking unions : training is concentrated on qualified personnel whereas the training of production workers is limited to memorizing standard procedures. Gary Saganski describes the existence of a very different training program at Rouge Steel : the presence of unions, training focused on semi-qualified workers, and the use of colleagues as trainers.
• Public policy : William Green seriously questions trends which compromise labor laws in the name of new relations brought on by "lean production". Irving Bluestone hopes that a reform of these laws will halt anti-union tendencies and increase the perspectives of cooperation between management and unions. He adds that public policy should act as a catalyst.