Kaizen and the art of labor relations

Article Abstract:

NUMMI (New United Motor Manufacturing, Inc.), the joint venture between General Motors and Toyota (in Fremont, California), has for two years been managed primarily by Toyota executives. In that time labor relations have improved dramatically in comparison to the problems experienced by the plant when it was entirely a General Motors installation. The improvements are not attributable to new laborers, as 85 percent of the original United Auto Workers workforce was rehired. Toyota management with its vastly different labor relations approach is the key to the plant's industrial relations success. The Toyota approach is called Kaizen (which, loosely translated from the Japanese means "never-ending quest for perfection"). The seven goals of Kaizen personnel management are identified and discussed. Also discussed briefly are the Japanese management techniques known as just-in-time inventory control, total quality control (described as a company's sociotechnical system), the changing roles of factory workers, and job security as an employment goal.

Motor vehicles and car bodies, Joint ventures, Contracts, California, General Motors Corp., Labor relations, Toyota Motor Corp., United Automobile Workers, New United Motor Manufacturing Inc.

---

Executive development on a shoestring budget

Article Abstract:

Few executive development programs exist because the programs are expensive and not widely available, and because executive training experts are expensive and in short supply. In 1984, the Rochester Methodist Hospital (in Minnesota) developed a training program called 'Management Forum' that invited non-hospital management experts from 30 Fortune 500 corporations to make presentations to hospital executives and executive-trainees. The executives spoke from personal experience and were reimbursed for travel expenses. Participating experts were also paid a $250 honorarium for each presentation. This innovative and cost-effective executive training seminar program is described, and the program's benefits (such as positive publicity for the hospital) are discussed. A list of 12 of the 21 Fortune 500 executives who participated in Rochester Methodist's seminars is provided.

General medical & surgical hospitals, Economic aspects, Hospitals, Training, Employee training, Management training, Minnesota, Hospital administrators, Rochester Methodist Hospital (Rochester, Minnesota)

---

Similar abstracts:

• Abstracts: The labour relations heritage and lean manufacturing at Fiat. HRM in the USA: correcting some British impressions
• Abstracts: Beating a stacked deck - restructuring vs. career development. Technical managers mismanaged: Turnover or turnaround?
• Abstracts: Management roles in the implementation of participative management systems. Perspectives on the implementation of participative approaches
• Abstracts: Recruitment: a manager's checklist for labor leasing. Options in career paths
• Abstracts: New factors in job evaluation. Are long-term deals a safe bet? Working equality into manual job evaluation

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.