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Hybrid Factories in the United StatesThe Japanese-Style Management and Production System under the Global Economy$
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Tetsuji Kawamura

Print publication date: 2011

Print ISBN-13: 9780195311969

Published to Oxford Scholarship Online: April 2015

DOI: 10.1093/acprof:osobl/9780195311969.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2022. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use.date: 26 June 2022

Conclusion

Conclusion

Characteristic Hybrid Patterns of Japanese Transplants in the United States and Their Implications

Chapter:
(p.272) 6 Conclusion
Source:
Hybrid Factories in the United States
Author(s):

Tetsuji Kawamura

Publisher:
Oxford University Press
DOI:10.1093/acprof:osobl/9780195311969.003.0006

This concluding chapter discusses the insufficient systematic local transfer of Japanese Style Management and Production System (JMPS), especially the “capability building” system in major assembly plants as well as in local suppliers. The results of 23 case studies show that individual elements or institutions of JMPS are generally realized in the Japanese local plants. The ways that are involved in transferring this Japanese style to offices and manufacturing plants overseas are the same across many countries and regions such as in Southeast Asia, Britain, Korean, Taiwan, and the USA. Individual elements of JMPS are successfully transferred and adapted, but the systematic, methodological and orderly transfer of the system, particularly capacity building, is not efficiently achieved. Such capacity building, if successfully transferred, will promote what the Japanese call “Kaizen” or a corrective set of activities.

Keywords:   Japanese Style Management and Production System, capability-building system, Kaizen, correction system, JMPS principles

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