Productivity, Machinery and Skills: Clothing Manufacture in Britain and Germany

Abstract

This study compares samples of matched plants in Britain and Germany engaged in the manufacture of women's outerwear; it follows earlier matched plant studies, also published in the National Institute Economic Review, which examined matched plants in metalworking and furniture manufacture in these two countries. German clothing manufacturers specialise in high-fashion items produced in great variety of which a high proportion is exported at high unit prices; the typical British manufacturer concentrates on more standardised items produced in long runs and is consequently more vulnerable to competition from lower-cost producers in developing countries. The study examines the contribution of machinery, new technology and skills to differ ences in clothing productivity in the two countries. A final section discusses future trends in the industry in the light of the 1992 proposals for a Single European Market.

Training at Work: A Comparison of U.S. and British Youths

“…Studies by Prais and Wagner (1983) and Steedman andWagner (1987, 1989) documented in detail the differences in content and duration of training across apprenticeships in Germany and Britain. For example, training was more firm specific in Britain than in Germany, and in Britain apprenticeships were not being created in new growth industries such as computers.…”

Northern Ireland's Productivity Failure: A Matched Plant Comparison with West Germany

“…Northern Ireland in contrast suffered from a greater incidence of down-time and low capital productivity; similar problems in British manufacturing are identified by CPRS, 1975;PRAIS, 1981a;DALY et al, 1985;STEEDMAN andWAGNER, 1987, 1989).…”

Rethinking How Establishment Skills Surveys Can More Effectively Identify Workforce Skills Gaps

“…Empirical studies show that firms often adopt a second-best strategy and produce low skill intensive products in the absence of skilled workforces (Steedman and Wagner 1987;1989). At the strategic logic element of the system, skills gaps can influence strategic planning which might affect the overall competitive orientation of a firm.…”