This article provides a case study analysis of the process of transition from a traditional machine-centered job-shop working environment to a human-centered manufacturing facility at a hardware fabrication plant in South Australia. The origination, design, and implementation of cellular manufacturing is examined, and the consequences of change for the organization and control of work is critically appraised. Employees operating under the new system take greater responsibility for their work performance and positively appraise the practice of cellular manufacture.
|The International Journal of Human Factors in Manufacturing
|Published - Oct 1991