Lean Production and the Discourse of Dissent: Radicalizing the Shopfloor at Mitsubishi Motors

In the spring of 1989, Chrysler and Mitsubishi Motors entered into a joint venture to build cars in Bloomington‐Normal, Illinois. A dozen years after “lean production” and “employee teams” were introduced, this paper revisits the initial expectations of workers. Through an employee survey it assesses how employee attitudes, shop‐floor behavior, and language have coalesced to […]

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