Harley‐Davidson Motor Company

Abstract

Provides a case study of the Harley Davidson Motor Co. Gives a brief history of the position of the company before outlining the turnaround by the new owners. Cites three practices which led to this improvement – employee innovation, just in time inventory and statistical operator controls. Highlights two‐way communication, management involvement and a culture that is not afraid to fail. Promotes a new relationship with unions and lists nine “musts” for employee involvement.

Citation

Van Nimwegen, J. and Kleiner, B.H. (2000), "Harley‐Davidson Motor Company", Management Research News, Vol. 23 No. 7/8, pp. 121-127. https://doi.org/10.1108/01409170010782325