"Vox Populi, Vox Dei" - A Discussion of Dissent Within the Modern Catholic Church

The final question is: what happens in the meantime? Is it effective to dissent while conservatives hold power and clearty are not about to make any major changes? What good does it do to repeatedly bang one's head against the wall when progress is not being made? There is no one simple answer to this question, but rather several applicable ones. The first possible answer is that dissent currently does little good. The conservative hierarchy is still the dominant force within Catholicism. This hierarchy has made a habit, evidenced by the birth control debate, of pressing its conservative agenda despite popular opposition. Many people think, that if this hierarchy has not given in to the mass of opinion against it yet, dissent is futile and useless. Why argue with someone who does not listen to your argument?

Bringing Japanese manufacturing systems to America: the feasibility of implementing just-in-time production in the United States

This paper addresses the feasibility of implementing Japanese manufacturing systems in the United States. The recent success of Japanese transplant companies suggests that Just-In-Time (JIT) production is possible within America's industrial environment. Once American workers receive proper training, they have little difficulty participating in rapid setup procedures and utilizing the kanban system. Japanese transplants are gradually developing Japanese-style relationships with their American supplier companies by initiating long-term, mutually beneficial agreements. They are also finding ways to cope with America's problem of distance, which is steadily decreasing as an obstacle to JIT delivery. American companies, however, encounter Significant problems in trying to convert traditionally organized, factories to the JIT system. This paper demonstrates that it is both feasible and beneficial for American manufacturers to implement JIT production techniques. Many of the difficulties manufacturers experience center around a general lack of information about JIT. Once a company realizes its potential for setup-time reduction, a prerequisite for the JIT system, workers and managers can work together to create a new process for handling equipment changeover. Significant results are possible with minimal investment. Also, supervisors often do not realize that the JIT method of ordering goods from suppliers is compatible with current systems. This "kanban system" not only enhances current systems but also reduces the amount of paperwork and scheduling involved. When arranging JlT delivery of supplier goods, American manufacturers tend to overlook important aspects of JIT supplier management. However, by making long-tenn commitments, initiating the open exchange of information, assisting suppliers in reaching new standards of performance, increasing the level of conununication, and relying more on suppliers' engineering capabilities, even American manufacturers can develop Japanese-style supplier relationships that enhance the effectiveness of the system.