Key points are not available for this paper at this time.
Theory and observations are used to argue that JIT/TQC regimes both create and demand systems of surveillance which improve on those of previous factory regimes by instilling discipline and thereby enhancing central control. For its theoretical inspiration this paper draws upon the work of Michel Foucault, especially his conception of Power/Knowledge as articulated in his book Discipline and Punish. This theoretical framework is extended to provide a means of analysis of the mechanisms of surveillance and control that operate in the contemporary work place. While there is a sense in which tactical responsibility is delegated in an organisation practising JIT/TQM, strategic control is simultaneously centralised - a form of devolutionism. Drawing on the work of Foucault we will argue that the JIT/TQM approach is both enabled and enhanced by the operation of two complementary disciplinary forces. The first of these is the discipline which derives from the scrutiny of one's peers in a manufacturing cell, quality circle, etc. - a horizontal process which is supported by the organisational structure associated with JIT/TQM. The second and key disciplinary force is that which derives from the use of increasingly powerful management information systems which provide extensive shop floor surveillance - a vertical process which provides an over-arching controlling mechanism. We demonstrate that the surveillance systems integral to JIT/TQM are deliberately designed such that discipline is established in a most efficient manner and the exercise of minute control is possible with a minimum of supervisors. The desired effect of harnessing these dual forces is to minimise negative divergences from expected behaviour and management defined norms whilst identifying positive divergencies and maximising their creative potential.
Sewell et al. (Fri,) studied this question.