and are more accountable to them OT (even with notice). Use to back working shifts’ (no Temporary workers and OT. Temporary workers and OT. Surplus OT Flexible Use of ‘Back Use of OT as to OT), and greater utilisation of female But team members can select requires workers’ consent. But short Human ‘buffer’ compensate for irregularities workers and temporary workers their OT schedules. noticed OT is rare. Resources in production speed. system. Shift from Reduced productivity-based pay raise Pay for performance. Bonuses 100% performance based-pay, while Pay System payment by seniority to from 60% to 40%. Pay is mixed with are determined by individual, pay is not yet implemented. payment for performance, performance and skill-based pay team, and plant performance. Concept of is not as overt, however ‘merit’ productivity and skill. (called path’ and Pay raise is tied up with the is a performance criterion, as ‘expert ‘role-based ‘compliance’ Individuals are evaluated and wage’). A new incentive system accumulation of proven well as a component of This places ‘skill’. get paid mainly based on increases bonuses for worker’s ability expertise (or skills). TMT closer to the ideal type, than ‘lean’ performance but without for activities. Performance appraisal does much less although kaizen ‘post-lean’, ‘reflective’, premium for new skill. Less emphasis on in not formally include unclear it differs from the lean regimes. ‘merit’ ‘toughest’ Unclear concept of pay performance appraisal, which is more concepts of ‘merit’ ‘merit’. dangers of subjectivity and objective and based on measurable arbitrary authority criteria. Not a key concern More concern about ergonomics. Strong concern on ergonomics High ergonomic concern, also through Ergonomics Toyota aiming for a reasonable degree kaizen. of work comfort.
and are more accountable to them Flexible Use of Human Resources OT (even with notice). Use of OT as ‘buffer’ to compensate for irregularities in production speed. Use ‘Back to back working shifts’ (no OT), and greater utilisation of female workers and temporary workers Temporary workers and OT. But team members can select their OT schedules. Temporary workers and OT. Surplus OT requires workers’ consent. But short noticed OT is rare. Pay System system. Shift from payment by seniority to payment for performance, productivity and skill. Individuals are evaluated and get paid mainly based on performance but without premium for new skill. Unclear concept of ‘merit’ pay dangers of subjectivity and arbitrary authority Reduced productivity-based pay raise from 60% to 40%. Pay is mixed with performance and skill-based pay (called ‘expert path’ and ‘role-based wage’). A new incentive system increases bonuses for worker’s ability for kaizen activities. Less emphasis on ‘merit’ in performance appraisal, which is more objective and based on measurable criteria. Pay for performance. Bonuses are determined by individual, team, and plant performance. Pay raise is tied up with the accumulation of proven expertise (or skills). Performance appraisal does not formally include unclear concepts of ‘merit’. 100% performance based-pay, while pay is not yet implemented. Concept of ‘merit’ is not as overt, however ‘compliance’ is a performance criterion, as well as a component of ‘skill’. This places TMT closer to the ‘lean’ ideal type, than ‘post-lean’, much less ‘reflective’, although it differs from the ‘toughest’ lean regimes. Ergonomics Not a key concern More concern about ergonomics. Toyota aiming for a reasonable degree of work comfort. Strong concern on ergonomics High ergonomic concern, also through kaizen.
ILPC2012paper-ILPC_2012_BetweenLeanandReflectiveProduction_Fin_20120321_065534.docx