Developing People

Marek Szwejczewski and Malcolm Jones
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Marek Szwejczewski: Cranfield University
Malcolm Jones: Productivity Europe

Chapter Chapter 5 in Learning From World-Class Manufacturers, 2013, pp 84-98 from Palgrave Macmillan

Abstract: Abstract We mentioned in earlier chapters the Toyota concept of Jidoka, separating people from processes and the parallel concept of ‘respect for people’. There are undoubtedly paradoxes in the macroeconomic benefits of flexible labour markets and the microeconomic benefits of people development and empowerment. As in our later discussion of approaches to flexibility, which include flexibility of hours worked, we shall discuss how companies have tried to develop their workforce, while at the same time maintaining some labour market flexibility.

Keywords: Team Leader; Shop Floor; Labour Market Flexibility; Audit Score; Performance Board (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-29230-8_5

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DOI: 10.1057/9781137292308_5

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