| Popis: |
This chapter examines the evidence and concludes that lean is not inherently a system of work intensification or of worker empowerment, though both are possibilities within lean. It shows that a model of core lean practices from the Toyota Production System had diffused across North America and Western Europe by the end of the 1990s and since has been institutionalized as a dominant logic of labor management in the postfordist era. While hybridization is common, it is either the combination of different human resource management practices with a core package of lean production practices or, more relevant to the argument of this book, a result of satisficing rather than strategic adaptation and innovation. Finally, the chapter presents evidence to support my argument that lean with substantive worker empowerment constitutes global best practice for a range of manufacturing and service contexts. |
