TY - JOUR

AB - The advent of fundamental changes in processing systems towards lean

manufacturing has coincided with a period of transition within the field
of people management. Many companies are adopting lean approaches,
either through their own or through their major customers′ volition. For
many this is a potentially fraught route, lined with possible
difficulties. This transition, however, can offer personnel
practitioners and business managers an opportunity to assess areas of
potential synergy between their lean processes and their people
policies, a chance to examine the different paradigm offered by this
approach. This article examines the implications on human resource
strategy and policies of lean processes and highlights the major areas
of transition.
VL - 44
IS - 3
SN - 0043-8022
DO - 10.1108/00438029510146944
UR - https://doi.org/10.1108/00438029510146944
AU - Forrester Rosalind
PY - 1995
Y1 - 1995/01/01
TI - Implications of lean manufacturing for human resource strategy
T2 - Work Study
PB - MCB UP Ltd
SP - 20
EP - 24
Y2 - 2020/11/26
ER -