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Japanese management techniques have attracted considerable interest amongst managers and academics. Using case studies in manufacturing, this book goes beyond generalization in discussing the impacts of Japanese-style management on relations between management and workers. John Bratton presents a theoretical framework within which Japanese management can be analysed. The author describes the changes often on the words of the people directly involved. The book explores the hypothesis that just-in-time production increases managerial control through the application of new technology and worker-generated forms of control.