Lean Production : An Erroneous Conception of Work ?

In the 1990s, Lean production concerned automobile factories. Since it has spread to service facilities, hospitals and public services. French government has gone further by promoting and partially financing its implementation, especially in smaller firms in order to develop their competitiveness. However, it has progressively become a topic of public debate. Various experts and trade unions criticize its effects on working conditions, showing that the health of workers is sometimes more affected in context of Lean production than in traditional scientific organizations.

 

On the basis of about ten case studies, we point out a big diversity in forms adopted by firms that have resorted to Lean production. Its relevance depends on their own issues, the way changes were conducted or the characteristics of the initial organizational context. In consequence, it’s difficult to provide a very strong opinion. However, we put forward that, on the one hand, Lean production has ability to introduce two fundamental aspects which clearly goes over Taylorism: the value-added of the ground as a key factor of success in performance’s firms and the necessity to pay attention to workers by getting them involved in a continuous increase in customer satisfaction. But, on the other hand, Lean production doesn’t take work into account seriously enough. Work is always standardized and the participation of workers is limited to find a solution to problems in a binding framework. Finally, working conditions remain at the service of productive requirements and are not considered at the strategic level. Lean production doesn’t not truly question the scientific division of labor, which would suppose to completely redefine the conception of performance including social issues.