This paper aimed at summarizing the knowledge of the relationship between Lean and work related musculoskeletal disorders (WMSD), and WMSD risk factors, in manufacturing companies. Literature search processes identified 23 publications studying this, in scientific journals. Eight included measurements of WMSD; three were mostly negative, two showed mixed results, one showed no results and two were mostly positive. Eighteen publications included measurements of WMSD risk factors; seven showed mostly negative results, eight snowed mixed results, two showed mostly positive results and one was inconclusive. Three literature reviews were identified, which studied this question; two were mostly negative, while the third was inconclusive. Also, 12 publications of grey literature studying Lean and WMSD risk factors in Swedish organizations were identified; nine showed mixed results, two showed mostly positive results and one showed mostly negative results. Due to the varying quality and study design of the publications, together with the few identified studies, it is difficult to compare them. The context and the implementation also likely affect the results. The general conclusion was that a Lean implementation may increase the risk of WMSD and risk factors for WMSD, if it is not accompanied with an ergonomic intervention.

Despite decades of using lean, there is little knowledge of how lean managerial practices af

Studies of lean production's effect on working conditions are mixed but point toward worsened conditions. The aim of this longitudinal study was to assess how lean contributes to transforming work characteristics in a medium‐sized specialized industrial family business. A mixed methods approach was used to combine an external assessment of work characteristics with self‐reported employee questionnaires. Favorable psychosocial working conditions were indicated, with role conflicts decreasing over time. The assessment of work provided descriptions of how lean practices contributed to decreased task control due to standardized work and simplified work processes. At the same time, employees still had opportunities to influence their long‐term work assignment. There was also a trend toward job enlargement through new, higher‐skilled tasks, multiskilling, and extended opportunities to influence work through different continuous improvement activities. The participative lean approach and type of skilled jobs may have contributed to this transformation.

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