General Motor's great experiments: foundations for Lansing Grand River Assembly

Michael L. Moore, William M. Mothersell and Jaideep Motwani

International Journal of Business Excellence, 2014, vol. 7, issue 6, 771-790

Abstract: This paper revisits the past and provides an extensive overview and analysis of the three major experiments conducted by General Motor's (GM) in the 1980s. Each experiment offered an entirely different paradigm for auto manufacturing, for union-management and employee-management relations. Although all aspects of the three experiments can be viewed today in Lansing Grand River Assembly (LGRA), there is one system has clearly become dominant. In this study, we examine the elements of all the three systems and demonstrate how the success of NUMMI led to the wide-spread adoption of lean manufacturing by GM in the past two decades.

Keywords: USA; automobile industry; General Motors; lean manufacturing; sociotechnical systems; STS; United States; Lansing Grand River Assembly; automotive manufacturing; union management; employee-management relations; New United Motor Manufacturing Incorporated; NUMMI. (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbexc:v:7:y:2014:i:6:p:771-790

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