Abstract
What we observe today are not unintended social effects of “Machine who changed world.” Rather they are outcomes produced by automakers and other leading industries, who have pursued a strategy intended to maximize profitability by thereby attempting to change the Machine. When Womack, Jones, and Roos wrote The Machine that Changed World in 1990, Japanese automakers, and Toyota in particular, were applying principles of lean production. However, outcomes and power of lean principles were still unproven, and they had not been applied outside of automobile industry, yet. Today, surveys on working conditions within Italian FIAT Chrysler Automobiles (FCA) Groups plants illustrate that lean principles may be problematic.
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