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.
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