Group leaders and teamwork of over-lean production system
Group leaders and teamwork of over-lean production system
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超精益生产体系的班组领导与团队协作
DOI：
10.1108/jocm-08-2012-0122
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发表时间：
2014
影响因子：
2.8
通讯作者：
N
中科院分区：
文献类型：
--
作者：
Inamizu;N.;Fukuzawa;M.;Fujimoto;T.;Shintaku;J.;& Suzuki;N
目的-本研究旨在描述一个工作团队如何适应其波动和严峻的环境，从“精益”到“过度精益”模式的变化。为了做到这一点，作者调查了生产率之间的关系，劳动力的垂直分工，并在日本的汽车装配plant.Design/方法/方式的领导者的行为-作者进行了实地研究，在一个装配厂五个月。他们收集了三个工厂层面的数据来调查其车间的能力：生产量的变化;工人数量的变化;以及生产力。他们收集了两种类型的劳动力数据：技能图和工作轮班。此外，他们拍摄的行为，小组领导人在几天内，并分析他们通过时间study.Findings-本研究的工作团队取得了很高的生产力，即使在其坚韧的环境。然而，作者对组长的时间研究表明，组长通常从事生产线外的一些管理活动，但也从事生产线内的许多任务。这表明团队对团队成员的变化有弱点。改变这种过度精益的模式，使团队在短期内生存，但保持该模式有一个弱点，在提高长期的竞争力。独创性/价值-这项研究提出了两种模式之间的平衡是必要的组织，如果他们要生存的严峻和波动的环境。
Purpose– This study aims to describe how a work team adapted to its fluctuated and severe environment by changing from “lean” to “over-lean” mode. To do this, the author investigated the relations among productivity, the vertical division of labor, and group leaders' behavior in a Japanese automobile assembly plant.Design/methodology/approach– The authors conducted field study at an assembly plant for five months. They collected three plant-level data to investigate the capability of its shop floor: transition of production volume; transition of the number of workers; and productivity. And they collected two types of workforce data: skill map and work shift. Moreover, they videotaped the behavior of group leaders on several days and analyzed them through a time study.Findings– The work team of this study achieved high productivity even in its tough environment. However, the authors' time study of group leaders showed that the group leaders, who usually engage in some management activities outside of the production line, did many tasks within the line. This indicates the team had a weakness toward the change of team members. Changing to this over-lean mode enabled the team to survive in a short-run, but maintaining the mode has a weakness in enhancing long-term competitiveness.Originality/value– This study proposes a balance between the two modes is required for organizations if they are to survive their severe and fluctuating environments.