Such commitment focuses on activities that are low in value-added. Mutual support between internal groups is essential. By the 1980's, both in the USA and the UK, ideas on employee involvement, team working, communication groups and improved job design were not new - but Japanese firms seemed to implement these things much better. If sales are low instead of continuing to produce blindly, reviews of practices and efficiencies, maintenance operations and training would be normal activities for employees in a team. In one sense JIT can be seen as a technical system of data capture, calculation and communication.
Operations are fine-tuned and systems become more precisely controlled.
However, reliance on organisational partnership and membership behaviours associated with a supportive industrial relations climate are essential particularly if the aspirations of continuous quality improvement are to be secured. Managers who are separated from their work force by status and behaviour would find it hard to obtain the benefits of CQI as occupationally normal behaviour. Lip-service investment in the thinking ability and creativity of all staff is quickly recognised as a sham.