Using Japanese management techniques, managers at these plants have【4】Ameri-can workers to produce cars of the same high quality as those made in Japan. There is a definite Japanese【5】of all-for-one and one-for-all running through the day-to-day【6】of these plants. For example, there are no narrow job【7】No one is a welder or a painter.【8】, a visitor finds "technicians" at Nissan, "associates" at Honda, and "team members" at Mazda and Toyota. Employees at these manufacturing plants work in small,【9】coordinated groups. Every worker【10】an assembly line is responsible for his or her【11】job, for inspecting the overall quality of the product【12】hand, and for【13】the production process. Management tries to make all workers feel【14】important. Assembly-line workers actively participate in decisions on【15】overtime and rotating jobs.
In the Japanese-managed plants in the United States, a(n)【16】of equality appears to be present. There are no【17】offices for those in management—even【18】executives share large, simple offices. Executives do not have【19】parking spots; they eat in the same cafeterias and even wear the same uniforms as line workers.【20】office workers can drink coffee at their desks because line workers are not allowed to.
(1)
A.making
B.organizing
C.sticking
D.putting