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
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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Verification
Claims the paper makes
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?
In the citing paper
“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]
In the citing paper
“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]
In the citing paper
“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]
In the citing paper
“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]
In the citing paper
“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]
Citations
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Shingo, S., & Bodek, N. (2019) · doi:10.4324/9781315136509 · Cited by 1,064
(1990) · Computers Environment and Urban Systems · doi:10.1016/0198-9715(90)90035-r · Cited by 1,025
Research on work-related stress
Cox, T. (2000) · Cited by 529
Britain At Work: As Depicted by the 1998 Workplace Employee Relations Survey
Cully, M., O'Reilly, A., & Dix, G. (1999) · Medical Entomology and Zoology · Cited by 465
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Wells, D., Parker, M., & Slaughter, J. (1992) · Labour / Le Travail · doi:10.2307/25143610 · Cited by 441
Ergonomics contributions to company strategies
Dul, J., & Neumann, P. (2008) · Applied Ergonomics · doi:10.1016/j.apergo.2008.07.001 · Cited by 436
An examination of the relationships between JIT and financial performance
Fullerton, R. R., McWatters, C. S., & Fawson, C. (2003) · Journal of Operations Management · doi:10.1016/s0272-6963(03)00002-0 · Cited by 422
Research works printed but not linked: 12
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- Buchanan, D. (1994), “Cellular manufacturing and the role of teams”, in Storey, J. (Ed.), New Wave Manufacturing Strategy, Paul Chapman, London.
- 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.
- Cranwell‐Ward, J. (1998), “Stress”, in Poole, M. and Warner, M. (Eds), The Handbook of Human Resource Management, International Thomson Business Press, London.
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Cited by
Sorted by citations
Lean manufacturing: literature review and research issues
Bhamu, J., & Singh Sangwan, K. (2014) · International Journal of Operations & Production Management · doi:10.1108/ijopm-08-2012-0315 · Cited by 983
Defining lean production: some conceptual and practical issues
Pettersen, J. (2009) · The TQM Journal · doi:10.1108/17542730910938137 · Cited by 643
Lean Management, Supply Chain Management and Sustainability: A Literature Review
Martínez‐Jurado, P. J., & Moyano‐Fuentes, J. (2013) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2013.09.042 · Cited by 593
Lean Thinking in Emergency Departments: A Critical Review
Holden, R. J. (2011) · Annals of Emergency Medicine · doi:10.1016/j.annemergmed.2010.08.001 · Cited by 516
Ergonomics contributions to company strategies
Dul, J., & Neumann, P. (2008) · Applied Ergonomics · doi:10.1016/j.apergo.2008.07.001 · Cited by 436
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)
- 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)
- 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
- 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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