TEAMWORK IN MANUFACTURING: THE CASE OF THE AUTOMOTIVE INDUSTRY

Abstract

With the increasing technological innovation in the automotive industry, the need for complementary innovations in worker organization has arisen. In response to this need, two distinct approaches for teamwork in automotive production have been developed. This paper discusses both the Japanese and the Scandinavian teamwork models and their various implementations found among auto manufacturers worldwide. Work teams must be supported by changes in production philosophy, intensive training programs, and enhanced labor‐management relations. These complementary systems require significant investments, making team building a risky but potentially valuable venture. New insights on team building and its implications for production processes are provided.

Citation

Fuxman, L. (1999), "TEAMWORK IN MANUFACTURING: THE CASE OF THE AUTOMOTIVE INDUSTRY", International Journal of Commerce and Management, Vol. 9 No. 1/2, pp. 103-130. https://doi.org/10.1108/eb047385