Description
Book SynopsisCombining case studies with accessible but rigorous production models and historical background, this provocative book challenges accepted views on Japanese production methods in the world car industry.
The book argues that the 'lean and flexible' production model popularly associated with Toyota MC is a myth, but one which sheds light on cultural responses to the attendant stresses of globalization. To illustrate this, Dan Coffey provides individual studies of process flexibility, labour productivity and the re-organization of work in the global car industry. Wider evaluations of Japanese impacts on the global economy and a resurgent Western capitalism are then made, progressing the case for a fundamental re-assessment of the narratives informing popular accounts of Japan's manufacturing success. Beginning with the fictionalization of history and propagation of empirical counterfactuals and finishing with observations on the wider impact of the 'lean and flexible' approach, the bold and controversial conclusion reacheld by the author is that what is at stake is our understanding of the form and meaning of 'production fantasy'.
The Myth of Japanese Efficiency casts a familiar debate in an unfamiliar light. It will strongly appeal to management and business strategy academics, political economists and industrial sociologists interested in the debate on Fordist versus 'post-Fordist' production methods/'lean and flexible' manufacture and Japanese post-war success in the world market for manufactured goods. Human resource management specialists interested in best production practice will also find much to interest them within this book.
Trade Review'. . . if more researchers read this excellent and critical book, we can at least make some headway. The Myth of Japanese Efficiency
deserves a wide readership.' -- Paul Stewart, British Journal of Industrial Relations
'There are not many books that present a formidable challenge to the received wisdom and accepted orthodoxy on a subject. This is one such book and it rises to the challenge with verve, dynamism and a carefully considered array of arguments. . . This is a book well worth reading.' -- Tom Donnelly, Asia Pacific Journal of Economics and Business
'Coffey's insightful book promises to make a critical contribution to the literature on the automobile industry. The book lucidly brings together original research, literatures in the economics and sociology of production, and innovative analysis. Coffey has written a book of exceedingly high calibre.' -- Sarah S. Lochlann Jain, Stanford University, US
'This is a book which deserves to be on the library shelves of every university where sociology is taught. Written by an economist, it comprehensively demolishes the idea of post-Fordism as a new production method centred on flexibility, customization and niche markets. Lean and flexible production in this new era, as opposed to the dull uniformity of the Fordist era, is a fiction; an invention centred on one Japanese car company in particular. Hence the title: The Myth of Japanese Efficiency.' -- Work, Employment and Society
Table of ContentsContents: 1. Introducing the Myth of Japanese Efficiency 2. Wide Selection: A Myth Encountered 3. Production Malapropisms: The BMW–Rover Group Controversy 4. Lean Production: The Dog That Did Not Bark 5. Back to the Future: The Reorganization of Work at Toyota 6. Rivalrous Asymmetries and the Japanese Myth 7. Rethinking Lean Thinking: Substance and Counterfeit 8. The Totalizing Myth: Japanese Efficiency as a Cultural Fiction References Index
