Implementing Lean Production in an Old Industrial Space: Restructuring at Corner Brook, Newfoundland, 1984–1994

Abstract

Kruger Incorporated purchased the aging pulp and paper mill in Corner Brook in 1984, armed with a federal‐provincial modernization agreement and a pattern‐breaking contract with the mill unions. It is argued that changes made in the decade since then correspond most closely with a form of lean production. Six elements of lean production are found at Corner Brook: tighter coordination of production and automation; a continued concentration on core activities; the farming out of ancillary activities; shrinking and segmentation of the workforce; environmental compliance, increasing technical efficiency; and the co‐opting of the workforce into the mission of the firm.

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