In a total of six states in the middle of America, 15,000 assembly-line workers are【C1】______Japanese cars together. These autoworkers are assembling Hondas in Ohio, Toyotas in Kentucky, Mazdas in Michigan, and Nissans in Tennessee. Mitsubishi and Chrysler are【C2】______making cars in Illinois, and Subaru and Isuzu have set up shops in Indiana. The Japanese have brought more than their technology to their auto plants—they have also【C3】______their own way of doing things. Using Japanese management techniques, managers at these plants have【C4】______American workers to produce cars of the same high quality as those made in Japan. There is a definite Japanese【C5】______of all-for-one and one-for-all running through the day-to-day【C6】______of these plants. For example, there are no narrow job【C7】______. No one is a welder or a painter.【C8】______, a visitor finds ""technicians"" at Nissan, ""associates"" at Honda, and ""team members"" at Mazda and Toyota. Employees at these manufacturing plants work in small,【C9】______coordinated groups. Every worker【C10】______an assembly line is responsible for his or her【C11】______job, for inspecting the overall quality of the product【C12】______hand, and for【C13】______the production process. Management tries to make all workers feel【C14】______important. Assembly-line workers actively participate in decisions on【C15】______overtime and rotating jobs. In the Japanese-managed plants in the United States, a(n)【C16】______of equality appears to be present. There are no【C17】______offices for those in management—even【C18】______executives share large, simple offices. Executives do not have【C19】______parking spots; they eat in the same cafeterias and even wear the same uniforms as line workers.【C20】______office workers can drink coffee at their desks because line workers are not allowed to."