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

The DOI matches its Crossref record; 58 of the 58 references it cites were found in a registry or an index.

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.

Overview

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Crossref · 10.1108/01443570610682616

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58 of 58 references verified0 citation errors · 0 not checkable

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Citations

Cites

Research works printed but not linked: 12

  1. Berggren, C., Adler, P. and Cole, R. (1994), “NUMMI vs Uddevalla”, Sloan Management Review, Winter, pp. 37‐49.
  2. Buchanan, D. (1994), “Cellular manufacturing and the role of teams”, in Storey, J. (Ed.), New Wave Manufacturing Strategy, Paul Chapman, London.
  3. Conti, R. (1990), “The effect of restrictive work practices on repetitive flow, just‐in‐time manufacturing costs”, PhD dissertation, Lehigh University, University Microfilms International, Ann Arbor, MI.
  4. Cranwell‐Ward, J. (1998), “Stress”, in Poole, M. and Warner, M. (Eds), The Handbook of Human Resource Management, International Thomson Business Press, London.
  5. Fucini, J. and Fucini, S. (1990), Working for the Japanese, The Free Press, New York, NY.
  6. Graham, L. (1995), On the Line at Suburu‐Isuzu: The Japanese Model, ILR Press, Ithaca, NY.
  7. Koenigsaecker, G. (2000), “Multiple sites multiply change and management challenges”, The Lean Manufacturing Advisor, June, pp. 3‐7.
  8. Labour Market Trends (2001), Vol. 109 No. 6.
  9. Schonberger, R. (1982), Japanese Manufacturing Techniques, Lessons in Simplicity, The Free Press, New York, NY.
  10. Schonberger, R. (1998), “The Japanese era (1970s) and its influence on OM”, paper presented at the POMS Conference, Santa Fe, NM, March 30‐31.
  11. Shimizu, K. (1995), “Humanization of the production system and work at Toyota motor company and Toyota motor kyushu”, in Sandberg, A. (Ed.), Enriching Production, Avebury, Aldershot.
  12. Shingo, S. (1989), A Study of the Toyota Production System, Productivity Press, Portland, OR.

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Metadata

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 › Medicine › Public Health, Environmental and Occupational Health › 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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