Ergonomics, Employee Involvement, and the Toyota Production System: A Case Study of Nummi'S 1993 Model Introduction

ILR Review ◽  
1997 ◽  
Vol 50 (3) ◽  
pp. 416-437 ◽  
Author(s):  
Paul S. Adler ◽  
Barbara Goldoftas ◽  
David I. Levine
Keyword(s):  
Production System ◽  
Business Performance ◽  
Joint Venture ◽  
Employee Involvement ◽  
Employee Voice ◽  
Successful Model ◽  
Car Model ◽  
System A ◽  
Company Union

New United Motors Manufacturing, Inc. (NUMMI) is a GM-Toyota joint venture that has been lauded by some for achieving performance based on high employee involvement, and criticized by others for intensifying work and harming workers. In 1993, OSHA cited NUMMI for paying insufficient attention to ergonomic issues during the introduction of a new car model. The authors analyze the origins of NUMMI's ergonomic problems and the responses of the company, union, and regulators. They also discuss a more ergonomically successful model introduction two years later. This case suggests that although employee involvement does not eliminate all divergence of interests between management and workers, it can change the terms of that divergence. When management reliance on employee involvement is complemented by strong employee voice and strong regulators, managers may find it in their interest to improve safety as a means of maintaining high employee commitment and thereby improving business performance.

Climate Resilient Cotton Production System: A Case Study in Pakistan

2020 ◽  
pp. 447-484 ◽  
Author(s):  
Muhammad Habib ur Rahman ◽  
Ishfaq Ahmad ◽  
Abdul Ghaffar ◽  
Ghulam Haider ◽  
Ashfaq Ahmad ◽  
...  
Keyword(s):  
Production System ◽  
Cotton Production ◽  
System A

An economic case study of entire male grain-fed beef from a north-western Queensland production system

2011 ◽  
Vol 51 (6) ◽  
pp. 570 ◽  
Author(s):  
S. A. Wainewright ◽  
A. J. Parker ◽  
W. E. Holmes ◽  
H. Zerby ◽  
L. A. Fitzpatrick
Keyword(s):  
Production System ◽  
Production Systems ◽  
Economic Losses ◽  
Beef Production ◽  
Market Prices ◽  
System A ◽  
Study Evaluation ◽  
Gross Margins ◽  
North Western

Assessing the differences in gross margins for a north-western Queensland beef-production system was undertaken using herd-budgeting software. The analysis reviewed the viability of producing beef for the domestic market from either a steer or bull production system. A hypothetical herd of 1200 breeders was created for the case study evaluation. An integrated beef production system from breeding to feedlot finishing was found to be less profitable for bull beef production than for steers at the current market prices. Although bull production was more profitable than steer production during the feedlot phase, the production of bulls in this phase failed to compensate for the earlier economic losses in the weaning phase of –AU$24.04 per adult equivalent for bulls. During the feedlot phase, bull production systems had lower break-even sale prices than did steer production systems. In reviewing two pricing scenarios for bulls, it was found that marketing bulls at the same price as steers was the most profitable production system. We conclude that the production of bull beef from a north-western Queensland production system can be profitable only if bulls can be sold without discount relative to steers.

scholarly journals Capturing and Delivering Value in the Trans-Atlantic Air Travel Market: The Case of the Air France-KLM, Delta Air Lines, and Virgin Atlantic Airways Strategic Joint Venture

2019 ◽  
Vol 7 (1) ◽  
pp. 17-37
Author(s):  
Glenn Baxter
Keyword(s):  
Business Performance ◽  
Joint Venture ◽  
Document Analysis ◽  
Air Travel ◽  
Strategic Analysis ◽  
Research Approach ◽  
Route Network ◽  
Load Factors ◽  
High Level

<p class="keywords">This paper presents a case study of the Air France-KLM, Delta Air Lines, and Virgin Atlantic transatlantic joint venture, one of the world’s largest strategic passenger joint ventures. The study used a qualitative research approach. The data gathered for the study was examined by document analysis. The strategic analysis of the joint venture was based on the use of Porter’s Five Forces Model. The study found that the joint venture has evolved over time through the addition of KLM Royal Dutch Airlines, Alitalia, and Virgin Atlantic Airways to the original joint venture between Air France and Delta Air Lines. The joint venture has provided significant synergistic benefits to the partners and has allowed the partners to access new markets and to participate in the evolution of the transatlantic air travel market, one of the world’s major air travel markets. The joint venture has also enabled the venture partners to enhance their competitive position through strengthened service offerings, a comprehensive route network that offers customers a high level of connectivity, and greater flight frequencies within their own route networks, all of which creates value for the partners. A limitation of the study was that the annual revenue, revenue passenger kilometres performed, or passenger load factors data was not available. It was, therefore, not possible to analyze the business performance of the joint venture.</p>

scholarly journals Risks associated with a double-cropping production system - a case study in southern Brazil

2019 ◽  
Vol 76 (2) ◽  
pp. 130-138 ◽  
Author(s):  
Mauro Osaki ◽  
Lucilio Rogerio Aparecido Alves ◽  
Fabio Francisco Lima ◽  
Renato Garcia Ribeiro ◽  
Geraldo Sant'Ana de Camargo Barros
Keyword(s):  
Production System ◽  
Southern Brazil ◽  
System A ◽  
Double Cropping

scholarly journals Implementation of a Pull System – A Case Study of a Polymeric Production System for the Automotive Industry

2021 ◽  
Vol 29 (4) ◽  
pp. 253-259
Author(s):  
Bruna Martins ◽  
Cláudia Silva ◽  
Diogo Silva ◽  
Laura Machado ◽  
Miguel Brás ◽  
...  
Keyword(s):  
Automotive Industry ◽  
Production System ◽  
Value Added ◽  
Lead Times ◽  
Pull System ◽  
System A ◽  
Kanban System ◽  
Annual Earnings ◽  
High Lead

Abstract This work, developed as a case study, propose, describe, and evaluates an implementation of a pull system in a SME company producing polymeric components for the automotive industry. The production system of the company was based on the push paradigm, which creates high stock levels and high lead times. The main purpose was to develop a pull production system controlled by Kanbans in the painting line. To achieve this goal, this case study demonstrates the application of relevant lean tools, such as, VSM, SMED, Kanban System, Supermarkets and Leveling. Through the SMED’s application, it was possible to reduce the setup times in 38% and make annual earnings of approximately 83000€. The application of a Kanban System, Leveling and Supermarket enabled the WIP’s reduction between injection and painting in 56% and, also, between painting and expedition in 45%. Also, the lead time decreased and the value-added time increased. Thus, this is an exemplary case study for the implementation of a pull system and can be used both by practitioners and researchers interested in this theme.

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