Provides a case study of the Harley Davidson Motor Co. Gives a brief history of the position of the company before outlining the turnaround by the new owners. Cites three practices which led to this improvement – employee innovation, just in time inventory and statistical operator controls. Highlights two‐way communication, management involvement and a culture that is not afraid to fail. Promotes a new relationship with unions and lists nine “musts” for employee involvement.
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