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Cited by 336Quality and Supply ManagementWorkplace Health and Well-beingOccupational Health and Safety Management

The effects of Lean production on worker job stress

Conti, Robert, Angelis, Jannis, Cooper, Cary, Faragher, Brian, Gill, Colin·2006·International Journal of Operations & Production Management
DOI 10.1108/01443570610682616
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Abstract

Purpose: This 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/approach: The 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. Findings: The 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 implications: The 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/value: This 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.

Integrity signals

Registry

Crossref · 10.1108/01443570610682616

Cites

58 of 58 references verified0 citation errors · 0 not checkable

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Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • Lean affects employees responsible for carrying out the work, as studies outside healthcare demonstrate.

    “By transforming work structures and processes, Lean also affects the employees responsible for carrying out the work, as studies of Lean outside of healthcare demonstrate [32–36].”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [32]

  • Undesirable employee effects of Lean are well documented in the broader Lean literature.

    “These undesirable employee effects are well documented in the broader Lean literature [32–39, 94–97] but may not show up in reports on Lean in health care either because of how Lean is implemented in health care or because studies in health care simply do not measure employee effects.”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [32]

  • Lean can threaten autonomy.

    “Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [32]

  • Lean can increase workload.

    “Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [32]

  • Lean can bring about anxiety.

    “Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [32]

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Related

Authors
Conti, R., Angelis, J., Cooper, C., Faragher, B., & Gill, C.
Affiliations
  • Bryant University (US)
  • University of Warwick (GB)
  • Lancaster University (GB)
  • University of Manchester (GB)
  • University of Cambridge (GB)
ORCID
Venue
International Journal of Operations & Production Management
Publisher
Emerald
Published
2006-09-01
Volume
26
Issue
9
Pages
1013-1038
ISSN
0144-3577 (ISSN-L)
DOI
10.1108/01443570610682616
OpenAlex
W2030474117
Cited by
336
References
58
Citations by year
2026: 10 · 2025: 8 · 2024: 7 · 2023: 16 · 2022: 27 · 2021: 15 · 2020: 20 · 2019: 21 · 2018: 22 · 2017: 25 · 2016: 16 · 2015: 26 · 2014: 22 · 2013: 23 · 2012: 23
FWCI
13.29
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
  • International Journal of Operations & Production Management (publishedVersion)
  • Lancaster EPrints (Lancaster University) (submittedVersion)
  • Cambridge University Engineering Department Publications Database (submittedVersion)
  • Research Explorer (The University of Manchester) (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
  • Health Sciences › Health Professions › General Health Professions › Workplace Health and Well-being
  • Health Sciences › Health Professions › Occupational Therapy › Occupational Health and Safety Management
Keywords
lean manufacturing, occupational stress, job demands, job control, social support, lean implementation, working conditions

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