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  • 1
    Electronic Resource
    Electronic Resource
    Book review (1996)
    Springer
    Pure and applied geophysics 146 (1996), S. 195-205 
    Details
    ISSN: 1420-9136
    Source: Springer Online Journal Archives 1860-2000
    Topics: Geosciences , Physics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1007/BF00876676
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Editorial (1988)
    Oxford, UK : Blackwell Publishing Ltd
    Industrial relations journal 19 (1988), S. 0 
    Details
    ISSN: 1468-2338
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1468-2338.1988.tb00009.x
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  • 3
    Electronic Resource
    Electronic Resource
    The process of benchmarking: A study from the automotive industry (1995)
    Bingley : Emerald
    International journal of operations & production management 15 (1995), S. 50-62 
    Details
    ISSN: 0144-3577
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Benchmarking is a topic which is currently attracting considerableinterest among both academics and practitioners in the manufacturingcommunity. Yet little has been written about the assumptions which liebehind benchmarking. As a process, benchmarking remains poorlyunderstood. Describes a benchmarking study in the auto componentsindustry, and makes a preliminary attempt to identify the principles ofgood practice in benchmarking.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01443579510083604
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  • 4
    Electronic Resource
    Electronic Resource
    The European auto components industry: Manufacturing performance and practice (1996)
    Bingley : Emerald
    International journal of operations & production management 16 (1996), S. 85-97 
    Details
    ISSN: 0144-3577
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reports the findings of a study into manufacturing performance and practice in 71 auto components plants in eight countries. Documents the performance differences between plants in different countries, and tests the extent to which lean production principles explain variations in performance. As a group, European plants trailed the USA and Japan on productivity and quality. Measures of process discipline and control most consistently discriminated between the high and low-performing plants. There was no clear link between performance and patterns of work organization or human resource policy.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01443579610131474
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  • 5
    Electronic Resource
    Electronic Resource
    Japanization on the shopfloor (1998)
    Bradford : Emerald
    Employee relations 20 (1998), S. 248-260 
    Details
    ISSN: 0142-5455
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper reports the findings of a study into 12 UK and nine Japanese automotive component plants. Compared to the UK plants, the Japanese plants showed a 60 per cent superiority on productivity and a 9:1 superiority in quality. Detailed examination of work structures on the shopfloor revealed that UK plants devolve more responsibility to operators for activities such as quality monitoring and improvement, work allocation and work pace determination than the Japanese plants do. This implies that key aspects of the Japanese model may have been misrepresented in the Japanization debate.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01425459810228315
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  • 6
    Electronic Resource
    Electronic Resource
    Collective and individual improvement activities: the role of reward systems (2002)
    Bingley : Emerald
    Personnel review 31 (2002), S. 320-337 
    Details
    ISSN: 0048-3486
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Mechanisms for increasing participation of employees in problem-solving activities such as continuous improvement (CI) programmes often include the use of problem-solving teams. Teams can support problem solving by emphasizing accountability for the production process within the work unit, thereby increasing the sense of responsibility for (local) problems. However, it is unclear how effort within these organisational forms should be rewarded. This article describes the use of problem-solving teams within a UK automotive component company, and examines the implications for human resource policy, in particular for the reward and recognition systems. The article outlines the outcomes that ensued when two reward systems existed, one for team-based activities and another for individual suggestions. The contradictions of the two systems are considered in the context of the organisation's historical individualistic approach to reward systems.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00483480210422732
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  • 7
    Electronic Resource
    Electronic Resource
    POWER, CONTROL AND THE KANBAN (1989)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 26 (1989), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1989.tb00716.x
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  • 8
    Electronic Resource
    Electronic Resource
    ADOPTING JAPANESE-STYLE MANUFACTURING METHODS: A TALE OF TWO (UK) FACTORIES* (1990)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 27 (1990), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Japanese manufacturing methods such as just-in-time production and total quality control are serving as a model of manufacturing organization which many UK manufacturers are currently emulating. This article describes the implementation of just-in-time production and its supporting practices in two factories owned by the same company. Empirical evidence demonstrates a profoundly political dimension to these innovations, requiring a significant rewriting of organizations’ political and cultural maps.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1990.tb00261.x
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  • 9
    Electronic Resource
    Electronic Resource
    Lean Production Practices: International Comparisons in the Auto Components Industry (1996)
    Oxford, UK : Blackwell Publishing Ltd
    British journal of management 7 (1996), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: In recent years the application of lean production principles has been forcefully expounded as the route to high-performance manufacturing. This paper examines the relationship between lean production and performance empirically, using data from a benchmarking study of 71 plants in the international automotive components industry. The top performing plants (and their suppliers and customers) showed consistently better process control than did the lower performing plants. UK plants did not perform very well in terms of either quality or productivity, and links between economic context and manufacturing performance are discussed in relation to the UK.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8551.1996.tb00146.x
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  • 10
    Electronic Resource
    Electronic Resource
    The dynamics of just-in-time (1991)
    Oxford, UK : Blackwell Publishing Ltd
    New technology, work and employment 6 (1991), S. 0 
    Details
    ISSN: 1468-005X
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Sociology , Economics
    Notes: This article analyses the impact of just-in-time production on the three resources of machines, materials and people, and suggests that JIT entails a redistribution of slack between these resources. The impact of JIT on an organization's human resources is particularly problematical; pressures towards both increased variety and intensity of work are apparent.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1468-005X.1991.tb00128.x
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