Vitalité des activités et rationalité du Lean : deux études de cas
Lean Manufacturing (LM), inspired by the Toyota Production System, has spread throughout the automotive sector in France over the past twenty years – and from there, gradually, to all sectors of the economy. Requests for ergonomic interventions in Lean-type organizations have become more numerous, l...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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Institut de Recherche Robert-Sauvé en Santé et en Sécurité du Travail (IRSST)
2013-12-01
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| Series: | Perspectives Interdisciplinaires sur le Travail et la Santé |
| Subjects: | |
| Online Access: | http://journals.openedition.org/pistes/3589 |
| _version_ | 1798028188805234688 |
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| author | Tahar-Hakim Benchekroun Justine Arnoud Rebecca Arama |
| author_facet | Tahar-Hakim Benchekroun Justine Arnoud Rebecca Arama |
| author_sort | Tahar-Hakim Benchekroun |
| collection | DOAJ |
| description | Lean Manufacturing (LM), inspired by the Toyota Production System, has spread throughout the automotive sector in France over the past twenty years – and from there, gradually, to all sectors of the economy. Requests for ergonomic interventions in Lean-type organizations have become more numerous, leading ergonomists to question the paradoxical position they find themselves in this type of work organization and to further their understanding thereof. This is likewise the goal of the present paper, which capitalizes on two studies conducted in different Lean systems in order to discuss LM and its paradoxes. The paper relies on a shared methodology combining two approaches – ergonomic work analysis and case study methodology – in order to understand what is at play within the work situations we encountered. Results suggest the existence of three separate approaches to LM. Each of these approaches is defended by different stakeholders who rarely communicate with one another and, indeed, often ignore each other’s approaches: at the top administrative level, there is the “strategic” LM, whose core principles are seemingly written in stone; the second level considers LM as it is “implemented” by middle management, who must rationalize the work force, etc., and produce indicators; and, finally there is the LM level that is “managed” day to day by work teams. The main transformation proposed in our research involved organizing meetings, discussions, and debates between these three stakeholders, while keeping the focus on the daily work activity. |
| first_indexed | 2024-04-11T19:03:47Z |
| format | Article |
| id | doaj.art-29307d715b93457d8a92f4af4c80cac8 |
| institution | Directory Open Access Journal |
| issn | 1481-9384 |
| language | English |
| last_indexed | 2024-04-11T19:03:47Z |
| publishDate | 2013-12-01 |
| publisher | Institut de Recherche Robert-Sauvé en Santé et en Sécurité du Travail (IRSST) |
| record_format | Article |
| series | Perspectives Interdisciplinaires sur le Travail et la Santé |
| spelling | doaj.art-29307d715b93457d8a92f4af4c80cac82022-12-22T04:07:51ZengInstitut de Recherche Robert-Sauvé en Santé et en Sécurité du Travail (IRSST)Perspectives Interdisciplinaires sur le Travail et la Santé1481-93842013-12-0115310.4000/pistes.3589Vitalité des activités et rationalité du Lean : deux études de casTahar-Hakim BenchekrounJustine ArnoudRebecca AramaLean Manufacturing (LM), inspired by the Toyota Production System, has spread throughout the automotive sector in France over the past twenty years – and from there, gradually, to all sectors of the economy. Requests for ergonomic interventions in Lean-type organizations have become more numerous, leading ergonomists to question the paradoxical position they find themselves in this type of work organization and to further their understanding thereof. This is likewise the goal of the present paper, which capitalizes on two studies conducted in different Lean systems in order to discuss LM and its paradoxes. The paper relies on a shared methodology combining two approaches – ergonomic work analysis and case study methodology – in order to understand what is at play within the work situations we encountered. Results suggest the existence of three separate approaches to LM. Each of these approaches is defended by different stakeholders who rarely communicate with one another and, indeed, often ignore each other’s approaches: at the top administrative level, there is the “strategic” LM, whose core principles are seemingly written in stone; the second level considers LM as it is “implemented” by middle management, who must rationalize the work force, etc., and produce indicators; and, finally there is the LM level that is “managed” day to day by work teams. The main transformation proposed in our research involved organizing meetings, discussions, and debates between these three stakeholders, while keeping the focus on the daily work activity.http://journals.openedition.org/pistes/3589lean manufacturingwork standardsimplementation of lean systemsactivity analysishealthperformance |
| spellingShingle | Tahar-Hakim Benchekroun Justine Arnoud Rebecca Arama Vitalité des activités et rationalité du Lean : deux études de cas Perspectives Interdisciplinaires sur le Travail et la Santé lean manufacturing work standards implementation of lean systems activity analysis health performance |
| title | Vitalité des activités et rationalité du Lean : deux études de cas |
| title_full | Vitalité des activités et rationalité du Lean : deux études de cas |
| title_fullStr | Vitalité des activités et rationalité du Lean : deux études de cas |
| title_full_unstemmed | Vitalité des activités et rationalité du Lean : deux études de cas |
| title_short | Vitalité des activités et rationalité du Lean : deux études de cas |
| title_sort | vitalite des activites et rationalite du lean deux etudes de cas |
| topic | lean manufacturing work standards implementation of lean systems activity analysis health performance |
| url | http://journals.openedition.org/pistes/3589 |
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