Peugeot-Sochaux: A Solid Inheritance and Incessant Change

Durand, Jean-Pierre; Hatzfeld, Nicolas

doi:10.1057/9780230001121_2

Cited by 1 publication

(7 citation statements)

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“…Trenchant sceptics about empowerment and indeed many of the detailed ethnographic studies (Delbridge, 1998; Durand & Hatzfeld, 2003; Graham, 1995; Rinehart, Huxley & Robertson, 1997); challenge the unexamined narrative of lean manufacturing of conventional managerial self-help literature. They point out that the main goal of empowerment is a shift away from joint regulation to forms of participation that do not challenge the management prerogative.…”

Section: Partmentioning

confidence: 99%

“…First, some of these case studies are of greenfield sites, but many involve firms and workplaces with a much longer history. In this regard, Durand and Hatzfeld (2003, p. 160) make an important point about continuities between Fordist production and lean manufacturing. Team work is often imposed over plants that have much older supervisory arrangements.…”

Section: Partmentioning

confidence: 99%

“…In their case study, standardized work, short job cycles, line-based work, JIT pull processes and several layers of production management precluded anything other than the most mundane existing team discretion, underlining that in such circumstances, management only implements what it prioritizes at a given point of time even if the results are partial and incomplete. Durand and Hatzfeld (2003, p. 44) suggest that management at Peugeot attempted to ‘rationalize’ the line to halve cycle time and double the speed of the operators, and that it was these targets that were crucial to management, rather than imposing discipline on workers as an end by itself. This production in ManCo resembled the pattern outlined by Durand and Hatzfeld (2003), which targets controlled worker and line manager behaviour and puts them in a continued state of frenetic tension and subdued state of persistent antagonism among managers themselves and their superiors and between managers and workers.…”

Section: Partmentioning

confidence: 99%

“…Durand and Hatzfeld (2003, p. 44) suggest that management at Peugeot attempted to ‘rationalize’ the line to halve cycle time and double the speed of the operators, and that it was these targets that were crucial to management, rather than imposing discipline on workers as an end by itself. This production in ManCo resembled the pattern outlined by Durand and Hatzfeld (2003), which targets controlled worker and line manager behaviour and puts them in a continued state of frenetic tension and subdued state of persistent antagonism among managers themselves and their superiors and between managers and workers.…”

Section: Partmentioning

confidence: 99%

“…However, even within this seemingly inflexibly and top-down model, there was negotiation and adjustment between different agents (Durand & Hatzfield, 2003, p. 107). First, within the quality-monitoring process there was perpetual ongoing negotiation and readjustment between different departments.…”

Section: Partmentioning

confidence: 99%

See 4 more Smart Citations

Evaluating Change Management in an Indian Commercial Vehicle Manufacturing Firm

Venkataraman

2015

Management and Labour Studies

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The article endeavours to understand the intellection, implementation and ramifications of change management on workers and managers through changes in the mode of work organisation and on organisational culture. It is a qualitative ethnographic study that tries to communicate the non-linear, partial nature of the change management process and the challenges that underpin its implementation in the Indian context. This paper makes a contribution to the larger intellectual conversation by going beyond the existing literature's commentary on the impact of lean manufacturing on employees, from merely a cause and effect standpoint. It does this by drawing attention to an indeterminate subjective space that underpins interaction of employee aspiration, and work related viewpoints, corporate image, infrastructural constraints and the mode of work organisation that lean manufacturing seeks to modify. This indeterminate subjective space of organisational interaction between multiple stakeholders determines the outcome of change management. It also brings out the importance of context in impacting senior management's decision making in its implementation of change management.The main impediments underlying the implementation of change management in the case study firm and India, comprised of limitations of personnel, infrastructure, market compulsions, supply chains and varying management repertoires and individual aspirations.The implementation of lean manufacturing in the case study firm was exacerbated by varying working arrangements prevalent within the same plant and degrees of automation and advancement in the same plant. Corporate and plant level management spoke of empowerment, participative management and long-term developmental objectives. In the same breath, there were more immediate economic and cost reduction imperatives for it to consider such as outsourcing and closing of its production shops. These counteracting measures in conjunction with the difficult Industrial Relations history of the plant made attempts to secure the wholehearted acquiescence of workers difficult. Poor communication and multiple anxieties of various stakeholders about their careers and relevance made the outcome the change management programme partial and unrealised. Finally, the paper has also highlighted the problems inherent in lean manufacturing and added voice to the sobering critique of lean manufacturing. Management and Labour Studies 40(1&2) 109-144

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Section: Partmentioning

confidence: 99%

Section: Partmentioning

confidence: 99%