The North American Automobile Industry

Paper Summary:

This paper explains that a challenge to employment relations and employment strategies in the automobile industry is to provide a greater flexibility in the organization of labor, the better deployment of the work force, the means of providing a 'voice' for the employee in issues of governance at the enterprise level and methods to improve the quality and the quantity of production. The author points out that the Japanese work culture is different than the American culture: The Japanese people are completely 'group oriented' in contrasted to the Americans who are totally 'individualistic'. The paper states that more and more companies are using the new concepts of 'lean' project management; this needs excellent skills on the part of the manager to use his or her skills to communicate company decisions.

From the Paper:

"It was during the 1970's and the 80's that the Japanese gained an entry into the International Automobile Industry and managed to capture a large market share in North America and Britain and Europe as well as in Australia and parts of Asia. The Japanese also managed to convince the world that the production of automobiles could be better and the quality of Japanese automobiles was definitely of a higher standard than of any other automobile produced elsewhere in the world. The 'Toyota production system' was so unique and successful that it created a huge impression on the rest of the world, and prompted the writing of the book called the 'Machine that Changed the World' in 1990, by Womak, Jones and Roos of the MIT. This book popularized the term 'lean production' that came to symbolize Japanese management and production techniques."

More papers on The North American Automobile Industry:

• Term Paper # 131566 : "The North American Auto Industry"
• Research Paper # 93593 : "NAFTA and The American Auto Industry"
• Analytical Essay # 138330 : "Automobile Production in America"

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