ABSTRACT
Excuses for the failure to properly involve people in new manufacturing systems in western industry proliferate both industry and the academic community. Few dispute the importance of this involvement, yet it remains the main factor in the failure to realise the benefits of new methods of production. Both new manufacturing system ‘engineers’ and human resources ‘professionals’ are able to argue for manufacturing systems developments and people management
activities which will result in improved company performance, but there has been a failure to integrate implementation and operational activities.
