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000761008 020__ $$a9789811019593$$q(electronic book)
000761008 020__ $$a9811019592$$q(electronic book)
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000761008 035__ $$aSP(OCoLC)ocn954214904
000761008 035__ $$aSP(OCoLC)954214904
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000761008 049__ $$aISEA
000761008 050_4 $$aHF1010
000761008 08204 $$a650$$223
000761008 1001_ $$aShibata, Hiromichi,$$d1954-$$eauthor.
000761008 24510 $$aExplaining productivity differences :$$bcomparative analysis of automotive plants in Japan, the United States, Thailand and China /$$cHiromichi Shibata.
000761008 264_1 $$aSingapore :$$bSpringer Science and Business Media :$$bSpringer,$$c2016.
000761008 300__ $$a1 online resource.
000761008 336__ $$atext$$btxt$$2rdacontent
000761008 337__ $$acomputer$$bc$$2rdamedia
000761008 338__ $$aonline resource$$bcr$$2rdacarrier
000761008 4901_ $$aSpringer briefs in business
000761008 5050_ $$a1. Introduction -- 2. The Mother Plant in Japan and Its Transplants in the United States -- 3. The Transplants in Thailand and China -- 4. Conclusion.
000761008 506__ $$aAccess limited to authorized users.
000761008 520__ $$aThis 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.
000761008 588__ $$aOnline resource; title from PDF title page (viewed August 19, 2016).
000761008 650_0 $$aBusiness.
000761008 650_0 $$aLeadership.
000761008 650_0 $$aProduction management.
000761008 650_0 $$aInternational business enterprises.
000761008 650_0 $$aAutomobile industry and trade.
000761008 650_0 $$aLabor economics.
000761008 830_0 $$aSpringerBriefs in business.
000761008 852__ $$bebk
000761008 85640 $$3SpringerLink$$uhttps://univsouthin.idm.oclc.org/login?url=http://link.springer.com/10.1007/978-981-10-1959-3$$zOnline Access$$91397441.1
000761008 909CO $$ooai:library.usi.edu:761008$$pGLOBAL_SET
000761008 980__ $$aEBOOK
000761008 980__ $$aBIB
000761008 982__ $$aEbook
000761008 983__ $$aOnline
000761008 994__ $$a92$$bISE