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The issues and dilemmas facing companies, their unions and their workers as they attempt to emulate Japanese‐style production practices are discussed. Using the case of Ford UK as an example, the causes and effects of the 1988 strike and the withdrawal from the proposed electronics plant at Dundee are explored. Major obstacles to the successful introduction of practices such as just‐in‐time production are identified; however, once implemented these practices carry significant implications for unions and workers.

Noting moves towards just‐in‐time production methods in the UK passenger vehicle industry, the impact of such moves at the retail and distribution end of the supply chain is considered. Based on interviews with a number of vehicle retailers selling cars manufactured both in the UK and overseas, it appears as if little progress towards true just‐in‐time (as practised by Toyota in Japan) is occurring.

This article discusses the philosophy and supporting conditions for Japanese production management techniques like Just‐in‐Time. Western emulation of the practice often overlooks the implications it has for company organisation and personnel. Four issues are explored: high dependence; organisational politics; organisational control strategies; and corporate culture and strategy.

This paper will investigate some of the theoretical and methodological problems associated with the way ‘culture’ is defined and studied in organizational settings. In short we raise the fundamental question of how culture is understood and explained, i.e., how does one actually ‘discover’ the culture of an organization? The paper will consider these issues in the context of research conducted by the authors on organizational mergers in which culture is defined as a network of communication rules/norms.

Images and concepts from contemporary manufacturing (particularly just‐in‐time production) provide models which individuals can use to increase their throughput of work. Concepts of personal throughput, inventory, set‐up times and performance measurement are introduced and used to guide an analysis of personal productivity. The manufacturing metaphor is used to provide a conceptual base with which to analyse – and improve – personal performance in non‐manufacturing environments.

Recent years have seen traditional management practice questionned in many areas — in terms of personnel, manufacturing, buyer‐supplier relations and even accounting practice. In the sphere of manufacturing we have seen the emergence of practices such as just‐in‐time production, total quality control and now the generic title ‘World Class Manufacturing’. In buyer‐supplier relations there has been a swing away from short‐term competitive contracting to longer term obligation arrangements based on the Japanese model. Traditional management accounting methods have been labelled The number one enemy of productivity' (Goldratt, 1983).

The management practices of three organisations in the computer industry, one North American, one Japanese and one British owned are described. Although operating in similar marketplaces, markedly different management styles and practices were apparent, with the British company showing much less evidence of “human resource management” activities than the other two.

Based on case studies collected at two UK factories, the issues which arise during JIT implementation are examined. These cases show that the changes involved in a move towards JIT have a political dimension. The implication is drawn that, in implementing a JIT system, production managers need to consider the strategic aspects of the change as much as they do the machines and materials aspects. An equally strategic approach to human resource management is indicated.

This article reviews some of the key debates in the area of just‐in‐time operation and implementation, and identifies 13 research issues. These issues include: information systems for JIT; organisational structures; performance measurement; the management of the supply‐manufacturer‐customer chain; location policy; purchasing and distribution strategy and the social implications of JIT.

One of the central tenets of total quality control is that responsibility for quality lies at the point of production. Salancik′s model of commitment is used to describe systems of work organisation which encourage employees to take on this responsibility. Commitment to quality can be fostered by managing the context within which production takes place. Management of the human aspects of total quality control may be informed by relevant ideas from the commitment literature.