Adler, P. S. (1993). "Time and Motion Regained." Harvard Business Review,(January-February): 97-108.

Ironically, NUMMI's (GM/Toyota plant in Fremont CA) Tayloristic approach to productivity (time-and-motion studies, SOP's etc.) is producing dramatic gains in productivity.

It counters assertions that routine, standardized work leads to demotivated, counterproductive employees that need coercive management techniques. "Procedures that are designed by the workers themselves in a continuous, successful effot to improve productivity, quality, skills, and understanding can humanize even the most disciplines forms of bureaucracy." NUMMI shows that hierarchy can provide support and expertise instead of mere command structure.

It proves that hierarchy and standardization can be build on the logic of learning instead of coercion.

NUMMI rehired most of the old GM workers (who needed the jobs), and used a comprehensive socialization process to instill a new set of values in the workers. The plant was based on a system of continuous improvement, self-managed teams, no-layoff policy, reduced skill classifications, standardized practices, job rotation, worker power to shut down the line,.

In effect, they gave Taylorism to the workers. It taps into three sources of adult motivation -- the desire for excellence, a mature sense of realism, and a positive response to respect and trust.