Access the full text.
Sign up today, get DeepDyve free for 14 days.
Frances Jørgensen, H. Boer, F. Gertsen (2004)
Development of a team‐based framework for conducting self‐assessment of continuous improvementJournal of Manufacturing Technology Management, 15
Rosemary Batt (2004)
Who Benefits from Teams? Comparing Workers, Supervisors, and ManagersLabor: Personnel Economics
J. Bessant, D. Francis (1999)
Developing strategic continuous improvement capabilityInternational Journal of Operations & Production Management, 19
C. Forza (1996)
Work organization in lean production and traditional plantsInternational Journal of Operations & Production Management, 16
Y. Monden (1983)
Toyota Production System: Practical Approach to Production Management
T. Papadopoulou, M. Özbayrak (2005)
Leanness: experiences from the journey to dateJournal of Manufacturing Technology Management, 16
C. Forza, F. Salvador (2001)
Information flows for high performance manufacturingInternational Journal of Production Economics, 70
T. Pardi (2007)
Redefining the Toyota Production System: The European Side of the StoryIO: Productivity
M. Vaghefi, L. Woods, A. Huellmantel (2000)
Toyota Story 2: Still Winning the Productivity GameBusiness Strategy Review, 11
J. Benders, F. Huijgen, Ulrich Pekruhl (2001)
Measuring group work; findings and lessons from a European surveyNew Technology Work and Employment, 16
Koshi Endo (1994)
Satei (Personal Assessment) and Interworker Competition in Japanese FirmsIndustrial Relations, 33
H. Stanger (1998)
Team Toyota: Transplanting the Toyota culture to the Camry plant in KentuckyJournal of Labor Research, 19
J. Cutcher-Gershenfeld, M. Nitta, B. Barrett, Nejib Belhedi, Jennifer Bullard, C. Coutchie, Takashi Inaba, I. Ishino, Seepa Lee, Wen‐Jeng Lin, William Mothersell, Stacia Rabine, S. Ramanand, M. Strolle, A. Wheaton (1994)
Japanese Team-Based Work Systems in North America: Explaining the DiversityCalifornia Management Review, 37
R. Schuring (1996)
Operational autonomy explains the value of group work in both lean and reflective productionInternational Journal of Operations & Production Management, 16
B. Dankbaar (1997)
Lean Production: Denial, Confirmation or Extension of Sociotechnical Systems Design?Human Relations, 50
Pär Åhlström, C. Karlsson (1996)
Change Processes Towards Lean Production: The Role of the Management Accounting SystemInternational Journal of Operations & Production Management, 16
Willem Niepce, E. Molleman (1996)
Characteristics of work organization in lean production and sociotechnical systemsInternational Journal of Operations & Production Management, 16
Kent Bowen, Reprin t (1999)
Decoding the DNA of the Toyota Production SystemHarvard Business Review, 77
G. Strauss (2006)
Worker Participation - Some Under-Considered IssuesLabor: Public Policy & Regulation
J. Benders, M. Bijsterveld (2000)
Leaning on lean: the reception of a management fashion in GermanyNew Technology Work and Employment, 15
P. Osterman (2000)
Work Reorganization in an Era of Restructuring: Trends in Diffusion and Effects on Employee WelfareIndustrial & Labor Relations Review, 53
R. Reagans, L. Argote, Daria Brooks (2005)
Individual Experience and Experience Working Together: Predicting Learning Rates from Knowing Who Knows What and Knowing How to Work TogetherManag. Sci., 51
G. Shapiro (2005)
Exploring the impact of changes in work organisation on employeesAI & SOCIETY, 15
J. Slomp, E. Molleman (2002)
Cross-training policies and team performanceInternational Journal of Production Research, 40
Nadia Linou, T. Kontogiannis (2004)
The effect of training systemic information on the retention of fault-finding skills in manufacturing industriesHuman Factors and Ergonomics in Manufacturing & Service Industries, 14
R. Meer, M. Gudim (1996)
The role of group working in assembly organizationInternational Journal of Operations & Production Management, 16
H. Malloch (1997)
Strategic and HRM aspects of kaizen: a case studyNew Technology Work and Employment, 12
H. Barton, R. Delbridge (2001)
Development in the learning factory: training human capitalJournal of European Industrial Training, 25
J. Benders, G. Hootegem (1999)
Quality Management - Teams and their context: Moving the team discussion beyond existing dichotomiesQuality Engineering, 45
C. Karlsson, Pär Åhlström (1996)
Assessing changes towards lean productionInternational Journal of Operations & Production Management, 16
E. Molleman (2000)
Modalities of self-managing teams - The "must", "may", "can" and "will" of local decision makingInternational Journal of Operations & Production Management, 20
Pär Åhlström (1998)
Sequences in the implementation of lean productionEuropean Management Journal, 16
L. Gilson, J. Mathieu, C. Shalley, T. Ruddy (2005)
CREATIVITY AND STANDARDIZATION: COMPLEMENTARY OR CONFLICTING DRIVERS OF TEAM EFFECTIVENESS?Academy of Management Journal, 48
David Mann (2002)
Steelcase learns how teamwork evolves effectively under lean productionJournal of Organizational Excellence, 21
Pierre Amelsvoort, J. Benders (1996)
Team time: a model for developing self‐directed work teamsInternational Journal of Operations & Production Management, 16
T. Besser (1995)
Rewards and Organizational Goal Achievement: A Case Study of Toyota Motor Manufacturing In KentuckyJournal of Management Studies, 32
I. Winfield (1994)
Toyota UK LtdEmployee Relations, 16
Dan Coffey, Carole Thornley (2006)
Automation, motivation and lean production reconsideredAssembly Automation, 26
David Groebner, C. Merz (1994)
The Impact of Implementing JIT on Employees′ Job AttitudesInternational Journal of Operations & Production Management, 14
L. Hunter, John Macduffie, Lorna Doucet (2002)
What Makes Teams Take? Employee Reactions to Work ReformsIndustrial & Labor Relations Review, 55
Taiichi Ohno (1988)
Toyota Production System : Beyond Large-Scale Production
L. Holbeche (1997)
Motivating People In Lean Organizations
P. Seppälä, S. Klemola (2004)
How do employees perceive their organization and job when companies adopt principles of lean production?Human Factors and Ergonomics in Manufacturing & Service Industries, 14
K. Isa, T. Tsuru (2002)
Cell Production and Workplace Innovation in Japan: Toward a New Model for Japanese Manufacturing?
J. Allwood, Wee Lee (2004)
The impact of job rotation on problem solving skillsInternational Journal of Production Research, 42
M. Kerrin, N. Oliver (2002)
Collective and individual improvement activities: the role of reward systemsPersonnel Review, 31
R. Panizzolo (1998)
Applying the lessons learned from 27 lean manufacturers.: The relevance of relationships managementInternational Journal of Production Economics, 55
Stefano Biazzo, R. Panizzolo (2000)
The assessment of work organization in lean production: the relevance of the worker’s perspectiveIntegrated Manufacturing Systems, 11
Kiyoshi Suzaki (1993)
The New Shop Floor Management: Empowering People for Continuous Improvement
S. Bhasin, P. Burcher (2006)
Lean viewed as a philosophyJournal of Manufacturing Technology Management, 17
Manfred Moldasch, W. Weber (1998)
The "Three Waves" of Industrial Group Work: Historical Reflections on Current Research on Group WorkHuman Relations, 51
Narender Ramarapu, S. Mehra, M. Frolick (1995)
A comparative analysis and review of JIT “implementation” researchInternational Journal of Operations & Production Management, 15
C. Duguay, Sylvain Landry, Federico Pasin (1997)
From mass production to flexible/agile productionInternational Journal of Operations & Production Management, 17
Armelle Gorgeu, R. Mathieu (2005)
Teamwork in Factories within the French Automobile IndustryWiley-Blackwell: New Technology
N. Hyer, K. Brown (1999)
The discipline of real cellsJournal of Operations Management, 17
Daniel Sodenkamp, K. Schmidt, U. Kleinbeck (2005)
Self‐management of work groups through corporate values: from theory to practiceInternational Journal of Manpower, 26
B. Bidanda, Poonsiri Ariyawongrat, K. Needy, B. Norman, W. Tharmmaphornphilas (2005)
Human related issues in manufacturing cell design, implementation, and operation: a review and surveyComput. Ind. Eng., 48
R. Delbridge, J. Lowe, N. Oliver (2000)
Shopfloor Responsibilities Under Lean TeamworkingHuman Relations, 53
A. Majchrzak, Qian-wei Wang (1996)
Breaking the Functional Mind-Set in Process Organizations
C. Karlsson (1996)
Radically new production systemsInternational Journal of Operations & Production Management, 16
T. Fujimoto, A. Tateishi (2001)
Automobiles:Strategy-based Lean Production SystemCIRJE F-Series
J. Benders, G. van Hootegem
Teams and their context: moving the team discussion beyond existing dichotomies
J. Liker (2004)
The Toyota way : 14 management principles from the world's greatest manufacturer
R. McLachlin (1997)
Management initiatives and just-in-time manufacturingJournal of Operations Management, 15
Pär Åhlström, C. Karlsson (2000)
Sequences of manufacturing improvement initiatives: the case of delayeringInternational Journal of Operations & Production Management, 20
S. Rahimifard (2004)
Semi-heterarchical production planning structures in the support of team-based manufacturingInternational Journal of Production Research, 42
新郷 重夫, A. Dillon (1989)
A study of the Toyota production system from an industrial engineering viewpoint
J. Womack, Daniel Jones, D. Roos (1990)
The machine that changed the world : based on the Massachusetts Institute of Technology 5-million dollar 5-year study on the future of the automobile
John Macduffie (1995)
Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto IndustryIndustrial & Labor Relations Review, 48
W. Ouchi, R. Price (1993)
Hierarchies, clans, and theory Z: A new perspective on organization developmentOrganizational Dynamics, 21
James Rafferty, Janet Tapsell (2001)
Self-managed work teams and manufacturing strategies: Cultural influences in the search for team effectiveness and competitive advantageHuman Factors and Ergonomics in Manufacturing & Service Industries, 11
Purpose – The purpose of this paper is to obtain and to expose work organisation practices common to the factories that successfully follow lean production (LP) principles. Design/methodology/approach – Analysis of the literature and interviews with experts. Findings – An analysis of the literature reveals clear connections between work organisation practices and LP. However, general reports on LP barely deal with work organisation. A set of work organisation objectives for LP was established for the authors and interviewed experts and analysed by reviewing the literature. Similarities are found between the different sources in terms of defining a set of policies and practices covering all the aspects of work organisation. It is shown that there are indeed work organisation practices characteristic of LP. Originality/value – This paper is believed to be the first complete analysis of work organisation practices for LP.
Journal of Manufacturing Technology Management – Emerald Publishing
Published: Sep 5, 2008
Keywords: Lean production; Working practices; Team working
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.