General Motor's great experiments: foundations for Lansing Grand River Assembly Online publication date: Fri, 31-Oct-2014
by Michael L. Moore; William M. Mothersell; Jaideep Motwani
International Journal of Business Excellence (IJBEX), Vol. 7, No. 6, 2014
Abstract: This paper revisits the past and provides an extensive overview and analysis of the three major experiments conducted by General Motor's (GM) in the 1980s. Each experiment offered an entirely different paradigm for auto manufacturing, for union-management and employee-management relations. Although all aspects of the three experiments can be viewed today in Lansing Grand River Assembly (LGRA), there is one system has clearly become dominant. In this study, we examine the elements of all the three systems and demonstrate how the success of NUMMI led to the wide-spread adoption of lean manufacturing by GM in the past two decades.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business Excellence (IJBEX):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com