Shopfloor responsibilities under lean teamworking

This paper reports managerial views of the responsibilities of teams, learn members and functional specialists under lean production, based on the fin dings of an international study of management practices in the automotive c omponents industry. The findings show limited evidence of shopfloor worker autonomy under lean team-working or of increases in technical skill; blue-c ollar specialists remain responsible for maintenance activities. However th e Taylorist separation of planning and execution appears to be partially re versed as operators are expected to make significant contributions to probl em solving, innovation and improvement activities. Personnel issues remain largely the prerogative of senior management and white-collar specialists. The role of middle managers appears to be 'hollowed out' as shopfloor emplo yees, particularly team leaders, lake more responsibility for some activiti es. The findings emphasize the importance of distinguishing between the rol es of members and leaders within teams, and between the responsibilities of production teams and those of other occupational groups.