Describes and compares two designs of work group: those which are based on the use of standard operating procedures, as found in lean production, and those based on decentralized in‐group solving of problems, as found in reflective production. Uses a Euro‐Japanese example of the former and a Swedish example of the latter. Concludes that both approaches result in an operational process that runs autonomously. The approaches should be used in different situations.
|Number of pages||12|
|Journal||International journal of operations & production management|
|Publication status||Published - 1996|
- Autonomous work groups
- Case studies
- Group working
- Lean production