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Introducing team working–a motor industry case study from Germany
Author(s) -
Murakami Thomas
Publication year - 1995
Publication title -
industrial relations journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.525
H-Index - 3
eISSN - 1468-2338
pISSN - 0019-8692
DOI - 10.1111/j.1468-2338.1995.tb00748.x
Subject(s) - teamwork , lean manufacturing , automotive industry , key (lock) , business , component (thermodynamics) , production (economics) , trade union , operations management , industrial organization , process management , marketing , management , international trade , engineering , computer science , economics , computer security , physics , macroeconomics , thermodynamics , aerospace engineering
Teamwork is seen as a key component of lean production, and often was and still is viewed as an attack on union influence in the workplace. This case study from Germany, based on its introduction in one automobile plant, shows how trade unions, works‐council and management were able to create a team‐concept beneficial to both sides.