Using a vast range of source material from anthropology to zen, the author presents the premise that organizational change in manufacturing systems can be achieved if technology and management are integrated and that this is possible only if the manufacturing firm is closely coupled into a complex set of political, social and economic systems. Features case studies in the history of manufacturing systems to identify generic problems in system design and implementation. Demonstrates that current trends in the manufacturing literature, such as 'global localisation,' are compatible with developments in manufacturing technology.
J.A. Brandon, University of Wales, Cardiff, UK
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