Work Organization Practices for Lean Production

JORDI OLIVELLA , LLUIS CUATRECASAS N NESTER GAVILAN

GROUP 4 NAVEEN JANGIRA UMA KANT DUBEY RAJESH DURKHERE PARAG SEGHAL PRASHANT DHINGRA AMANDEEP SINGH ANURAG KHARE VENKATESAN KUPPUSAMY RAVI SHEKHAR SRINIVASA RAO KOSURI 2009SMN6725 2009SMN6726 2009SMN6728 2009SMN6731 2009SMN6732 2009SMN6735 2009SMN6738 2009SMN6753 2009SMN6754 2009SMN6759

Work Organization Practices and LP

Problem Statement & Scope : Finding Work Organization Practice Characteristics of LP and analyse Similarities between diff. sources in terms of defining a set of policies covering all aspects of work organization

Toichhi ohno(1988) , Monden(1983) , Womack et. Al(1990) , Toyota System (Krafcik 1988)

Lean Production?
What is Lean Production? On what Lean Production is contingent upon? 1. Toyota Production System? 2.Philosophy rather than a Set of tools? 3.Organization Schemes?(Seniority base scheme to skill based?) 4.Eliminating positions thru outsourcing or thru technology? Quality circles, task rotation or self quality control? What is right mix?

Lean Work Teams -methodologies

Teams with characteristics including task rotation ,

self quality control & standardized methods. Work performed in organizations that have eliminated many positions by outsourcing or thru technology, and substantially changing the requirements of workers. High performance work organizations that use self directed work teams , total quality , quality circles and task rotation. Companies vary in their LP practices ..

Classification by author in the paper

- Tentative list of work organization objectives for LP based on

pre established ideas of authors and interview experts. - Interview with the industry LP practitioners and consultants - Validation of work objectives set by the authors by the experts. - Analyse a set of publications to determine whether each objectives is included as part of LP system. Additional Reffered Works - Macduffie(1995) , Forza(1996) , Karlsson and Ahlstrom(1996b) Set of Objective for LP derived summarizing Central Concepts .

LP Objectives
Standardization , Discipline and Control
Sequence of task to be

Continuing training and Learning

Vocational and technical

done by each worker to be set. Standardization Vs. Creativity. Team leaders- Controls line work Supervisors check team performance , smooth flow

training Interpersonal skills Learning by doing - Previous knowledge - Organisational knowledge - Team work Toyota Learning Mechanism Scientific methods

LP Objectives contd..
Team Based Organizations
Assignment of works to

Participations and Empowerment

System for Suggestion

work team Distribution of tasks within work team Mutual control n support bn line groups -Cellular Manufacturing -Multifunctional work teams(assembly lines) Quality Circles Kaizen Works

and planned discussion Collaborative management culture Continuous improvement Improvement activitiesKaizen groups-kaizen workshops Empowered teams w/o external intervention

LP objectives contd..
Multiskilling and Adaptability
Multiskilling implies

Common Values Compensation n rewards

Commitment

flexibility Provide team member overall vision Multiskilling Is useful whn training is substantial but affordable Is effective whn task rotation is systematic Frequent task changes-Cross trained workers. Adaptability Necessary no. of workers are always available

Japan Vs. Europe Practices Allignment of individual goal vs organizational goal -Performance pay Skill based compensatioLearning , Multiskilling and team work, commitment.

Conclusion
Focus on the requirement of certain characteristics

of work organizations. Analysis of the policies and practices of work organizations applied by LP factories. Understanding the similarity between the different sources. Expert validation of LP objectives. Further validation are open.