That’s what happens to management when it gets infected with shittideologies
Bernd, what is your opinion about the fact that Soviet factories worked on a basis of shortage of materials?
>Shturmovshchina (Russian: штурмовщина, IPA: [ʂtʊrmɐfˈɕːinə], last-minute rush, lit. storming)[1] was a common Soviet work practice of frantic and overtime work at the end of a planning period in order to fulfill the planned production target. The practice usually gave rise to products of poor quality at the end of a planning cycle.
>Due to the planned economy,[3] required materials and tools were not always available on time, and the work slowed as a result, or workers might have been reassigned to do something else, with the expectation that the job would be done when the materials arrive. However, when the end of a month neared, management was placed under pressure, substitute materials and improvised tools were used, and the workers were expected to produce the expected product in time. All this abruptly ended at the end of the month. At the beginning of the next month, the workers slacken to recover from the previous storm, thereby continuing the next cycle.[4]
Why Soviets didn't adopt a system similar to the Japanese factory model, working with low inventories and efficient use of the time? What was the advantage of doing overtime?
working on a basis of shortage of materials, cobiet union: :-|
working on a basis of shortage of materials, japan: :-O
https://en.wikipedia.org/wiki/Kanban
>Kanban (Japanese: カンバン and Chinese: 看板, meaning signboard or billboard) is a scheduling system for lean manufacturing (also called just-in-time manufacturing, abbreviated JIT).[2] Taiichi Ohno, an industrial engineer at Toyota, developed kanban to improve manufacturing efficiency.
>In the late 1940s, Toyota started studying supermarkets with the idea of applying shelf-stocking techniques to the factory floor. In a supermarket, customers generally retrieve what they need at the required time—no more, no less. Furthermore, the supermarket stocks only what it expects to sell in a given time, and customers take only what they need, because future supply is assured. This observation led Toyota to view a process as being a customer of one or more preceding processes and to view the preceding processes as a kind of store.
>Kanban aligns inventory levels with actual consumption. A signal tells a supplier to produce and deliver a new shipment when a material is consumed. This signal is tracked through the replenishment cycle, bringing visibility to the supplier, consumer, and buyer.
But there is a difference between having a low inventory to having shortages every month.
In fact- I don't understand anything about economy- but shouldn't the Soviet Union planned economy actually helped them to allocate resources and supplies to where they were needed?
In a planner economy isn't it better to have constant work than "bonus" and performance oriented work?
