horizes a lot of flexibility and eliminates stocks; the production that is made in tense flows.
Toyotism combines the principles of versatility and autonomy of the operators to improve the productive efficiency. Toyotism seems to reconcile productivity and efficiency, and considering the human factor, to propose richer and more developed tasks. But all these aspects require to produce quickly very diverse cars of excellent quality. Thus, it is important to determine a work organization that can reconcile speed, flexibility and quality. Indeed, despite of its evident successes, Toyotism is today disputed by the workers themselves. It seems that productivity gains in the Japanese factories were obtained by a 'stress management', it is to say by a tension, a permanent pressure from executives and engineers on the workers.
Finally, the employees' implication and motivation is obtained by stress.
Evolution of Toyotism
Toyotism dissent
Inquiries on the working conditions have highlighted that the application of the Toyotism, far from leading to self-fulfillment of the workforce, was, on the contrary, translated into work intensification. Indeed, the work is often less repetitive than in the past and certain painful physical tasks were able to be mechanized, but other constraints have appeared.
The production running downstream means that the production has to react to the requests of the clients. In a company such as Toyota, these requests are obviously indirect: they express themselves through the variety of the production in answer to the demand of the distributor. As an example, Toyota factories can build eight different models on the same production line and the company proposes 60 different models in Japan, without counting the specific versions in the production units outside Japan. The subcontracted parts, such as seats are ordered to the supplier once the car has entered the production line, and are delivered in a few hours. So the deadline constraint is intensified by the production in tense flows.
Previously, the operators negotiated their rhythm or their working time with the Direction. In the new organization, it ensues from interactions with the clientele. A commercial constraint is added to the industrial constraint. The impact of the work organization is increased by the use of information and communication techniques which deepen the commercial constraint. For example, the devices of traceability allow the customer to know at any time at what stage is his order is, and who deals with it! More and more employees have standards and deadlines to meet, in order to answer quickly to the demand requirements.
Besides the extension of the work under cadence, we observe an increase of the repetitive work. The 'versatility' consists, for an operator, to perform several successive elementary operations of a manufacturing line. So the versatility remains confined in elementary tasks: the worker must be able to adapt himself to the new simple and repetitive tasks imposed to him. It corresponds more to a flexibilisation of the tasks than to an enrichment.
The polyactivity doesn't imply an important increase of the qualification of the operator: the autonomy is to be put into perspective. Furthermore, the part of the individual decision-making in the daily activities of the operator remains very limited.
All t
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