Ergonomics, Employee Involvement, and the Toyota Production System: A Case Study of Nummi'S 1993 Model Introduction
Ergonomics, Employee Involvement, and the Toyota Production System: A Case Study of Nummi'S 1993 Model Introduction
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人体工程学、员工参与和丰田生产系统：以 Nummi 1993 模型介绍为例
DOI：
10.1177/001979399705000303
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发表时间：
1997
期刊：
影响因子：
--
通讯作者：
D. Levine
中科院分区：
文献类型：
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作者：
P. Adler;Barbara Goldoftas;D. Levine
新联合汽车制造公司（New United Motors Manufacturing, Inc.，简称NUMMI）是通用汽车和丰田汽车的合资企业，有人称赞它在员工高度参与的基础上取得了业绩，也有人批评它加重了工作强度，伤害了工人。1993年，OSHA指出NUMMI在推出新车型时对人体工程学问题重视不够。作者分析了NUMMI人体工程学问题的起源以及公司、工会和监管机构的反应。他们还讨论了两年后推出一款更符合人体工程学的成功车型。这个案例表明，尽管员工参与并不能消除管理层和员工之间的所有利益分歧，但它可以改变这种分歧的条件。当管理层对员工参与的依赖与强有力的员工声音和强有力的监管相辅相成时，管理者可能会发现，将提高安全作为保持员工高度承诺的手段，从而提高企业绩效，符合他们的利益。
New United Motors Manufacturing, Inc. (NUMMI) is a GM-Toyota joint venture that has been lauded by some for achieving performance based on high employee involvement, and criticized by others for intensifying work and harming workers. In 1993, OSHA cited NUMMI for paying insufficient attention to ergonomic issues during the introduction of a new car model. The authors analyze the origins of NUMMI's ergonomic problems and the responses of the company, union, and regulators. They also discuss a more ergonomically successful model introduction two years later. This case suggests that although employee involvement does not eliminate all divergence of interests between management and workers, it can change the terms of that divergence. When management reliance on employee involvement is complemented by strong employee voice and strong regulators, managers may find it in their interest to improve safety as a means of maintaining high employee commitment and thereby improving business performance.