Japanese Production Strategies and Competitive Success: Mazda's Quiet Revolution

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The contribution of Just-in-Time manufacturing systems to competitive success - most notably in the case of Japanese companies, and specifically Toyota - has been widely recognised, but there has been less emphasis on the nature of these systems and their diversity. Production strategies are a response to specific market circumstances and variations in organisational capability, and they will differ with each corporate context. Whilst undergoing radical restructuring, and in transforming itself from a family-run to a professionally-managed multinational, Mazda re-thought JIT into mixed-model production. As a result, it developed the means to compete effectively against Toyota and Nissan, the Japanese leaders in auto-manufacture. In broadening our understanding of JIT, Mazda stands as an object-lesson in organisational renewal, revealing how a production-based strategy has enabled this company to compete in a highly competitive industry. %Z article
Original languageEnglish
Pages (from-to)15-35
JournalJournal of Far Eastern Business
Issue number4
Publication statusPublished - 1995


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