NEW PRODUCTION ARRANGEMENTS: THE TOTALLY FLEXIBLE CAGE?

This paper examines the management of innovation and change in two different operating units on a single site of a UK Division of a high technology US-owned multinational corporation. The transformation of work in changing from 'production for stock' to 'production to order' is analysed, and the process of changing established patterns of work (as a brownfield operation), and designing new production arrangements from the outset (as a greenfield operation) are contrasted and compared. The key features of Just-in-Time and Total Quality Control principles are identified and the extent to which they represent real inovations in production is assessed. The paper concludes with a critical discussion of the flexible specialisation debate through reappraising the empirical evidence, and concludes by rejecting the view that modern production arrangements signal the general enhancement of working life through a reversal of the division of labour, increased worker autonomy and greater employee involvement in production.