Abstract
Kruger Incorporated purchased the aging pulp and paper mill in Corner Brook in 1984, armed with a federal-provincial modernization agreement and a pattern-breaking contract with the mill unions. It is argued that changes made in the decade since then correspond most closely with a form of lean production. Six elements of lean production are found at Corner Brook: tighter coordination of production and automation; a continued concentration on core activities; the farming out of ancillary activities; shrinking and segmentation of the workforce; environmental compliance, increasing technical efficiency; and the co-opting of the workforce into the mission of the firm.
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