PurposeThis empirical paper seeks to address the neglected work condition aspect of lean production (LP) implementation, specifically the relationship between LP and worker job stress.Design/methodology/approachThe Karasek job stress model was used to link shopfloor practices to expected worker stress. The model incorporates the effects of job demands (physical and psychological), job control and social support. The study employs management and worker questionnaires, management interviews and structured plant tours. The response variable is total worker job stress – the sum of the physical and mental stress levels. The independent variable for the first question is the degree of lean implementation at the sites.FindingsThe results are based on 1,391 worker responses at 21 sites in the four UK industry sectors. About 11 tested practices are significantly related to stress and an unexpected non‐linear response of stress to lean implementation is identified. Results indicate that LP is not inherently stressful, with stress levels significantly related to management decisions in designing and operating LP systems.Practical implicationsThe hypotheses tests shed light on the relationships between LP practices and job stress, and reveal a significant managerial influence on stress levels. The regression model shows the scale and significant lean practices of this influence, with the work practices explaining 30 percent of job stress variations. The stress reduction and stress control opportunities identified in the study show the potential for designing and operating effective lean systems while also controlling stress levels.Originality/valueThis is the first known multi‐industry empirical study of the relationship of job stress to a range of lean practices and to the degree of lean implementation.

Purpose -The characteristics of successful lean operations make a committed workforce a necessity. However, there is an ongoing debate over whether lean characteristics inherently enhance or impede commitment. The purpose of this paper is to help settle the debate, as well as provide insights into the role specific work practices play. Design/methodology/approach -Based on responses from 1,391 workers at 21 lean sites, the authors examined the relationship between the degree of lean implementation and worker commitment; as well as the commitment effects of 21 lean work practices. Findings -The paper examines relationships between worker commitment and lean production, sheds light on the lean commitment debate and provides guidance for designing lean systems that complement high-commitment work practices. Practical implications -The results will be of value to readers with interests in operations, human resources and high-performance work practices, as well as the management and implementation of lean and its associated practices. Originality/value -The study described in the paper is unique in that it establishes a statistically valid relationship between lean production and worker commitment and associated work practices.

This article critically examines the phenomenon o f 'Reengineering' (or Business Process Reengineering: as it is sometimes called) as a transfer of 'just-in-time' techniques developed in manufacturing tothe office environment. The article concludes that its most likely difhsion will be for 'downsizing' and 'cost-reduction', and may result in a modest degree of success in only some of its applications to manufacturing and office environments.

This article attempts to examine what is believed to be a significant overall Taylorist influence in Japanese manufacturing as well as a specific manifestation of this phenomenon, namely the unique flow requirements o f the generic Toyota system (JIT). The use o f unbufferred flow, it is argued, is feasible only with consistent quality, thus making non-discretionary Taylorist job design a necessary condition.

Labour process writers tend to view the use of non-discretionary job tasks in Japanese style manufacturing as a form of de-skilling. The authors argue that the limits of human accuracy and the statistical realities of sequential production make non-discretionary job tasks a necessary condition for high quality engineered products. Cultural and scale barriers to achieving this condition are identified and analysed.