Weitere Kapitel dieses Buchs durch Wischen aufrufen
Lean production has repeatedly been associated with the development of skills , increasing employee participation levels and enhancing the quality of working lives . However, diverse studies also come out against this perspective and instead identify certain limitations to this approach. This article reflects on both the implications lean production holds for the quality of life of workers and its impact within the context of neoliberalism . Opting in favour of a critical view, we present the innovative principles to lean management, segmented into three major topics: production management techniques , supplier networks and human resource management . Subsequently, we make a critical overview of the lean production implications for organising work and the workplace contexts faced by employees. Complementarily, this article also spans the terms under which the neoliberal political-economic system emerged. We conclude that lean production in itself is not the cause of negative impacts but depending on the management style and the way such practices get implemented. This neoliberal contextual framework underpins the focus on the most contested facets of lean production and how this effectively reflects in an intensification of work , boosting control levels , fragmenting and atomising labour and, on the grounds of worker flexibility , ensuring their availability to work in a variety of situations, on low salaries , with limited expectations in terms of workplace security and working conditions , lower levels of collective worker resistance and highly vulnerable to deteriorations in their standards of living .
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Adler, P. S. (1993). The learning bureaucracy: New united motor manufacturing, inc. Research in organizational behavior,15, 111.
Arfmann, D., & Barbe, G. T. (2014). The value of lean in the service sector: A critique of theory and practice. International Journal of Business and Social Science, 5(2).
Bamber, L., & Dale, B. G. (2000). Lean production: A study of application in a traditional manufacturing environment. Production Planning and Control,11(3), 291–298. CrossRef
Beauvallet, G., & Houy, T. (2009). Research on HRM and lean management: A literature survey. International Journal of Human Resources Development and Management,10(1), 14–33. CrossRef
Berggren, C. (1993). Alternatives to lean production: Work organization in the Swedish auto industry (No. 22). Ithaca: Cornell University Press.
Bruno, R., & Jordan, L. (2002). Lean production and the discourse of dissent. WorkingUSA,6(1), 108–134. CrossRef
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., & Taylor, P. (2011). Lean and mean in the civil service: The case of processing in HMRC. Public Money and Management,31(2), 115–122. CrossRef
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., & Taylor, P. (2013). ‘Stressed out of my box’: Employee experience of lean working and occupational ill-health in clerical work in the UK public sector. Work, Employment & Society, 0(0), 1–21.
Conti, R., Angelis, J., Cooper, C., Faragher, B., & Gill, C. (2006). The effects of lean production on worker job stress. International Journal of Operations and Production Management,26(9), 1013–1038. CrossRef
Coriat, B. (1991). Penser à l’envers. Paris: Christian Bourgois Éditeur.
Dassbach, C. H., Garrahan, P., & Stewart, P. (1994). The nissan enigma: Flexibility at work in a local economy. London: Mansell.
de Lisboa, G. (2002). Limites à competição. Lisboa: Publicações Europa-América.
Eriksson, A., Holden, R. J., Williamsson, A., & Dellve, L. (2016). A case study of three Swedish hospitals’ strategies for implementing lean production. Nordic Journal of Working Life Studies,6(1), 105. CrossRef
Ferreira, J. M., et al. (1994). Mudança tecnológica e organizacional. SOCIUS Working Papers, 2.
Forza, C. (1996). Work organization in lean production and traditional plants: What are the differences? International Journal of Operations and Production Management,16(2), 42–62. CrossRef
France, Commissariat Géneral du Plan (1990). Du fordisme au toyotisme? Les voies de la modernisation du système automobile en France et au Japon (Vol. 7). La Documentation Française.
Freire, A. (1995). Gestão empresarial japonesa: lições para Portugal. Lisboa: Edições Verbo.
Green, S. D. (2002). The human resource management implications of lean construction: Critical perspectives and conceptual chasms. Journal of Construction Research,3(1), 147–165. CrossRef
Handel, M. J. (2014). Theories of lean management: An empirical evaluation. Social Science Research,44, 86–102. CrossRef
Hiroyuki, Y. (1998). Made in Japan–L’industrie japonaise au tournant du siècle. Paris: Le Livre de Poche.
Holweg, M. (2007). The genealogy of lean production. Journal of operations management,25(2), 420–437. CrossRef
Huxley, C. (2015). Three decades of lean production: Practice, ideology, and resistance. International Journal of Sociology,45(2), 133–151. CrossRef
Jones, R., Latham, J., & Betta, M. (2013). Creating the illusion of employee empowerment: Lean production in the international automobile industry. The International Journal of Human Resource Management,24(8), 1629–1645. CrossRef
Juran, J., & Gryna, F. M. (1991). Controlo da Qualidade-Componentes básicos da função qualidade (Vol. II). New York: McGraw-Hill.
Jørgensen, B., & Emmitt, S. (2008). Lost in transition: The transfer of lean manufacturing to construction. Engineering, Construction and Architectural Management,15(4), 383–398. CrossRef
Karlsson, C., & Åhlström, P. (1996). Assessing changes towards lean production. International Journal of Operations and Production Management,16(2), 24–41. CrossRef
Klein, J. A. (1989). The human costs of manufacturing reform. Harvard Business Review,67(2), 60–66.
Koukoulaki, T. (2014). The impact of lean production on musculoskeletal and psychosocial risks: An examination of sociotechnical trends over 20 years. Applied Ergonomics,45(2), 198–212. CrossRef
Kovács, I., et al. (2014). Temas atuais da sociologia do trabalho e da empresa. Coimbra: Almedina.
Kovács, I., & Castillo, J. (1998). Novos modelos de produção: Trabalho e pessoas. Oeiras: Celta.
Lambert, D. M., Cooper, M. C., & Pagh, J. D. (1998). Supply chain management: Implementation issues and research opportunities. The international journal of logistics management,9(2), 1–20. CrossRef
Lewchuk, W., Stewart, P., & Yates, C. (2001). Quality of working life in the automobile industry: A Canada-UK comparative study. New Technology, Work and Employment,16(2), 72–87. CrossRef
Martínez-Jurado, P. J., & Moyano-Fuentes, J. (2014). Key determinants of lean production adoption: Evidence from the aerospace sector. Production Planning and Control,25(4), 332–345. CrossRef
Parker, S. K. (2003). Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics. Journal of Applied Psychology,88(4), 620. CrossRef
Parker, M., & Slaughter, J. (1988). Choosing sides: Unions and the team concept. Boston: South End Press.
Post, C., & Slaughter, J. (1999). Lean production: Why work is worse than ever and what’s the alternative. Solidarity.
Radnor, Z., & Johnston, R. (2013). Lean in UK Government: Internal efficiency or customer service? Production Planning and Control,24(10–11), 903–915. CrossRef
Rego, A., & Pina, M. (2005). ≪Downsizing > > e despedimientos. Revista Portuguesa e Brasileira de Gestão,4(3), 30–40.
Rinehart, J. W., Huxley, C. V., & Robertson, D. (1997). Just another car factory? Lean production and its discontents. Ithaca: Cornell University Press.
Sahney, S., Banwet, D. K., & Karunes, S. (2004). Conceptualizing total quality management in higher education. The TQM Magazine,16(2), 145–159. CrossRef
Shah, R., & Ward, P. T. (2003). Lean manufacturing: Context, practice bundles, and performance. Journal of operations management,21(2), 129–149. CrossRef
Sirvanci, M. B. (2004). Critical issues for TQM implementation in higher education. The TQM Magazine,16(6), 382–386. CrossRef
Skorstad, E. (1994). Lean production, conditions of work and worker commitment. Economic and Industrial Democracy,15(3), 429–455. CrossRef
Sprigg, C. A., & Jackson, P. R. (2006). Call centers as lean service environments: Job-related strain and the mediating role of work design. Journal of Occupational Health Psychology,11(2), 197. CrossRef
Stewart, P., Murphy, K., Danford, A., Richardson, T., Richardson, M., & Wass, V. J. (2009). We sell our time no more: Workers’ struggles against lean production in the British car industry. London: Pluto Press.
Thirkell, E., & Ashman, I. (2014). Lean towards learning: Connecting Lean Thinking and human resource management in UK higher education. The International Journal of Human Resource Management,25(21), 2957–2977. CrossRef
Westgaard, R. H., & Winkel, J. (2011). Occupational musculoskeletal and mental health: Significance of rationalization and opportunities to create sustainable production systems—A systematic review. Applied Ergonomics,42(2), 261–296. CrossRef
Wobbe, W. (1992). What are anthropocentric production systems? Why are they a strategic issue for Europe? EUR (Luxembourg).
Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world: The story of lean production. New York: HarperCollins Publishers.
Wood, S. (1993). Le modèle japonais: postfordisme ou japonisation du fordisme? Vers un nouveau modèle productif. Paris: Syros.
Zhang, L. (2015). Lean production “with Chinese characteristics”: A case study of China’s automobile industry. International Journal of Sociology,45(2), 152–170. CrossRef
- LP Impacts on the Neoliberal Political-Economic Context
Maria João Santos
Neuer Inhalt/© Stellmach, Neuer Inhalt/© BBL, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, Neuer Inhalt/© hww, Best Practices zu agiler Qualität