Passage 40现象解释型
现象Japanese firms have achieved the highest levels3A of manufacturing efficiency in the world automobile industry3.
某种解释Some observers of Japan have assumed that Japanese firms use the same manufacturing equipment and techniques as United States firms but have benefited from the unique characteristics of Japanese employees and the Japanese culture. However, if this were true, then one would expect Japanese auto plants in the United States to perform no better than2E factories run by United States companies. This is not the case; Japanese-run automobile plants located in the United States and staffed by local workers have demonstrated higher levels of productivity when compared with factories owned by United States companies.
另一种解释Other observers link high Japanese productivity to higher levels of capital investment per worker. But a historical perspective leads to a different conclusion. When the two top Japanese automobile makers matched and then doubled United States productivity levels in the mid-sixties, capital investment per employee was comparable to that of United States firms. Furthermore, by the late seventies, the amount of fixed assets required to produce one vehicle was roughly equivalent in Japan and in the United States.
Since capital investment was not higher in Japan, it had to be other factors that led to higher productivity. 第三种解释A more fruitful explanation may lie with Japanese production techniques. Japanese automobile producers did not simply implement conventional processes more effectively: they made critical changes in United States procedures7A. For instance, the mass-production philosophy of United States automakers encouraged the production of huge lots of cars6 in order to utilize fully expensive, component-specific6B equipment and to occupy fully workers who have been trained to execute one operation efficiently8A. Japanese automakers chose to make small-lot production feasible by introducing several departures from United States practices, including the use of flexible equipment8A that could be altered easily to do several different production tasks and the training of workers4 in multiple jobs4D. Automakers could schedule the production of different components or models on single machines, thereby eliminating the need to store the buffer stocks of extra components that result when specialized equipment and workers are kept constantly active.
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