Mass production, particularly as implemented by Henry Ford, involved breaking
work elements into very small pieces. Womack et al. (1990) provided an example in
which an assembler was tasked to do nothing more than thread two nuts onto two bolts
many hundreds of times a day. This approach divorced the production worker from
meaningful contribution to the process by which work was organized and conducted.
Such contributions were reserved for engineers and other professionals, largely
eliminating any career path for production line workers. Over time, this unfortunate
division of labor contributed to the development of acrimonious relations between
management and labor. The third paradigm, lean production, emerged in part as a
response to these poor relations.
Mass production, particularly as implemented by Henry Ford, involved breakingwork elements into very small pieces. Womack et al. (1990) provided an example inwhich an assembler was tasked to do nothing more than thread two nuts onto two boltsmany hundreds of times a day. This approach divorced the production worker frommeaningful contribution to the process by which work was organized and conducted.Such contributions were reserved for engineers and other professionals, largelyeliminating any career path for production line workers. Over time, this unfortunatedivision of labor contributed to the development of acrimonious relations betweenmanagement and labor. The third paradigm, lean production, emerged in part as aresponse to these poor relations.
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