How a lean learning system can improve operators' work performance and well-being in a production setting

Purpose There is a growing body of research that examines lean through the lens of a learning system. The scope of this paper is to understand the characteristics of a lean learning system in production and how it can facilitate operators' basic psychological needs satisfaction despite working in an assembly line. Design/methodology/approach A retrospective case study was conducted at a plant renowned for its lean learning system. The study focused on 1999 and 2009, when a comprehensive lean transformation took place, forming a lean learning system. Findings The paper shows that operators' basic psychological needs can be fulfilled by designing the work organisation to achieve a lean learning system. By granting operators and production teams authority and responsibility to operate, control and continuously improve their work. When the social system aspects were given the same dedication as the technical system aspects, large improvements in both work performance and well-being became possible. Practical implications Both the social and technical subsystems need to be considered when initiating a lean learning system. Daily kaizen and managers are keys, but the paper shows the necessity of having the right organisational structure, production team design, work design, as well as leadership behaviour, production team culture and organisational culture to support a lean learning system. Originality/value The originality lies in its interdisciplinary research approach to understand how a lean learning system at individual-, team- and organisation-level can improve operators' work performance and well-being. This complements earlier papers by developing a socio-technical system model, including the importance of production teams and team culture.