Packages of participation: Swedish employees´experience of Lean depends on how they are involved

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Fältnamn	Indikatorer	Metadata
000		03808naa a2200397 4500
001		oai:DiVA.org:kth-137427
003		SwePub
008		131213s2013 \| \|\|\|\|\|\|\|\|\|\|\|000 \|\|eng\|
024	7	a https://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-1374272 URI
024	7	a https://doi.org/10.1080/21577323.2012.7290012 DOI
040		a (SwePub)kth
041		a engb eng
042		9 SwePub
072	7	a ref2 swepub-contenttype
072	7	a art2 swepub-publicationtype
100	1	a Brännmark, Mikaelu KTH,Ergonomi4 aut0 (Swepub:kth)u1d3fn9w
245	1 0	a Packages of participation :b Swedish employees´experience of Lean depends on how they are involved
264	1	b Informa UK Limited,c 2013
338		a print2 rdacarrier
500		a QC 20140324
520		a Background: Lean production is a dominant approach in Swedish and global manufacturing and service industries. Studies of Lean’s employee effects are few and contradictory. Purpose: Employee effects from Lean are likely not uniform. This article investigates the effect of employees’ participation on their experiences of Lean. Method: This study investigated how different packages of employee participation in Lean affected manufacturing workers’ experiences of Lean. During 2008–2011, qualitative and quantitative data were collected from Swedish manufacturing companies participating in the national Swedish Lean production program Produktionslyftet. Data from 129 surveys (28 companies), 39 semi-structured interviews, and 30 reports were analyzed. In the main analysis, comparisons were made of the survey-reported Lean experiences of employees in three groups: temporary group employees (N = 36), who participated in Lean mostly through intermittent projects; continuous group employees (N = 69), who participated through standing improvement groups; and combined group employees (N = 24), who participated in both ways. Results: Continuous group employees had the most positive experience of Lean, followed by the combined group. Temporary group employees had the least positive experiences, being less likely than their counterparts to report that Lean improved teamwork; occupational safety; and change-related learning, decision making, and authority. Conclusions: These findings support the importance of continuous, structured opportunities for participation but raise the possibility that more participation may result in greater workload and role overload, mitigating some benefits of employee involvement. Consequently, companies should consider involving employees in change efforts but should attend to the specific design of participation activities.
650	7	a TEKNIK OCH TEKNOLOGIERx Maskinteknikx Produktionsteknik, arbetsvetenskap och ergonomi0 (SwePub)203072 hsv//swe
650	7	a ENGINEERING AND TECHNOLOGYx Mechanical Engineeringx Production Engineering, Human Work Science and Ergonomics0 (SwePub)203072 hsv//eng
653		a Organizational human factors
653		a macroergonomics
653		a organizational change
653		a job design
653		a quality of working life
653		a Lean production
700	1	a Holden, Richard Ju Departments of Medicine and Biomedical Informatics, Center for Research and Innovation in Systems Safety, Vanderbilt University School of Medicine4 aut
710	2	a KTHb Ergonomi4 org
773	0	t IIE Transactions on Occupational Ergonomics and Human Factorsd : Informa UK Limitedg 1:2, s. 93-108q 1:2<93-108x 2157-7323x 2157-7331
856	4	u http://www.tandfonline.com/doi/abs/10.1080/21577323.2012.729001#.UzBTNYVp7O9y Published version
856	4	u https://europepmc.org/articles/pmc3962014?pdf=render
856	4 8	u https://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-137427
856	4 8	u https://doi.org/10.1080/21577323.2012.729001

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