The lean labour process: Global diffusion, societal effects, contradictory implementation. / Smith, Christopher; Vidal, Matt.

International Handbook of Lean Organization. ed. / Thomas Janoski; Darina Lepadatu. Cambridge : Cambridge University Press, 2019.

Research output: Chapter in Book/Report/Conference proceedingChapter

Published

Standard

The lean labour process: Global diffusion, societal effects, contradictory implementation. / Smith, Christopher; Vidal, Matt.

International Handbook of Lean Organization. ed. / Thomas Janoski; Darina Lepadatu. Cambridge : Cambridge University Press, 2019.

Research output: Chapter in Book/Report/Conference proceedingChapter

Harvard

Smith, C & Vidal, M 2019, The lean labour process: Global diffusion, societal effects, contradictory implementation. in T Janoski & D Lepadatu (eds), International Handbook of Lean Organization. Cambridge University Press, Cambridge.

APA

Smith, C., & Vidal, M. (2019). The lean labour process: Global diffusion, societal effects, contradictory implementation. In T. Janoski, & D. Lepadatu (Eds.), International Handbook of Lean Organization Cambridge University Press.

Vancouver

Smith C, Vidal M. The lean labour process: Global diffusion, societal effects, contradictory implementation. In Janoski T, Lepadatu D, editors, International Handbook of Lean Organization. Cambridge: Cambridge University Press. 2019

Author

Smith, Christopher ; Vidal, Matt. / The lean labour process: Global diffusion, societal effects, contradictory implementation. International Handbook of Lean Organization. editor / Thomas Janoski ; Darina Lepadatu. Cambridge : Cambridge University Press, 2019.

BibTeX

@inbook{8036a351ff654e1c830f8a7f0df44cbe,
title = "The lean labour process:: Global diffusion, societal effects, contradictory implementation",
abstract = "In the 1930s, engineers at Toyota began to work on adapting Fordist mass production to the conditions in Japan at the time: a small market that could not justify huge volumes with dedicated machinery, coupled with severe resource constraints. Their goal was to develop a production system based on lower volumes with low inventories. Toyota didn{\textquoteright}t implement its first compete just-in-time system until 1958, and was not able to fully debug its kanban (continuous flow) system until 1962, after which it was adopted companywide (Tolliday 1998). Core elements of what became the Toyota Production System were widely adopted across Japanese industry, although companies such as Nissan, Honda, NEC and others adopted the practices selectively and integrated them into their own systems (Boyer 1998; Freyssenet et al. 1998; Kenney and Florida 1993).",
author = "Christopher Smith and Matt Vidal",
year = "2019",
language = "English",
editor = "Thomas Janoski and Lepadatu, {Darina }",
booktitle = "International Handbook of Lean Organization",
publisher = "Cambridge University Press",

}

RIS

TY - CHAP

T1 - The lean labour process:

T2 - Global diffusion, societal effects, contradictory implementation

AU - Smith, Christopher

AU - Vidal, Matt

PY - 2019

Y1 - 2019

N2 - In the 1930s, engineers at Toyota began to work on adapting Fordist mass production to the conditions in Japan at the time: a small market that could not justify huge volumes with dedicated machinery, coupled with severe resource constraints. Their goal was to develop a production system based on lower volumes with low inventories. Toyota didn’t implement its first compete just-in-time system until 1958, and was not able to fully debug its kanban (continuous flow) system until 1962, after which it was adopted companywide (Tolliday 1998). Core elements of what became the Toyota Production System were widely adopted across Japanese industry, although companies such as Nissan, Honda, NEC and others adopted the practices selectively and integrated them into their own systems (Boyer 1998; Freyssenet et al. 1998; Kenney and Florida 1993).

AB - In the 1930s, engineers at Toyota began to work on adapting Fordist mass production to the conditions in Japan at the time: a small market that could not justify huge volumes with dedicated machinery, coupled with severe resource constraints. Their goal was to develop a production system based on lower volumes with low inventories. Toyota didn’t implement its first compete just-in-time system until 1958, and was not able to fully debug its kanban (continuous flow) system until 1962, after which it was adopted companywide (Tolliday 1998). Core elements of what became the Toyota Production System were widely adopted across Japanese industry, although companies such as Nissan, Honda, NEC and others adopted the practices selectively and integrated them into their own systems (Boyer 1998; Freyssenet et al. 1998; Kenney and Florida 1993).

M3 - Chapter

BT - International Handbook of Lean Organization

A2 - Janoski, Thomas

A2 - Lepadatu, Darina

PB - Cambridge University Press

CY - Cambridge

ER -