Using DEA to improve the management of congestion in Chinese industries (1981–1997)

Congestion is said to be present when increases in inputs result in output reductions. An “iron rice bowl” policy instituted in China shortly after the revolution led by Mao Tze Tung resulted in congestion that ultimately led to bankruptcy in the textile industry, and near bankruptcy in other industries. A major policy shift away from the “iron rice bowl policy” in 1990 led to massive layoffs and increasing social tensions. Were these massive layoffs necessary? Extensions of data envelopment analysis models effected in the present paper identified inefficiencies in the management of congestion. Using textiles and automobiles for illustration, it is shown how elimination of such managerial inefficiencies could have led to output augmentation without reducing employment. Thus, even in the presence of congestion, it proved to be possible to identify additional (managerial) inefficiencies that provided opportunities for improvement. In the heavily congested textile industry, these output augmentations could have been accompanied by reductions in the amounts of capital used (as an added bonus). In any case, we show how to identify and evaluate new types of efficiency—viz., the efficiency with which needed (or desired) inefficiencies are managed.