Does lean production sacrifice learning in a manufacturing environment? An action learning case study

Achieving organisational development through the enhancement of workplace learning is a popular recent strategy advocated in the management and business literatures. Yet what is learned is highly dependent on the workplace context. A lean production/just-in-time manufacturing environment is characterised by extreme time pressures. This paper outlines findings on how action learning was experienced in a manufacturing company employing lean production practices. An action learning program was implemented to foster learning in this company. Using a sociocultural framework, we describe how the production discourse surrounding lean production interacted with attempts to introduce reflective action and learning into that environment. The findings are that action learning practices were accommodated to a certain extent into the work routine during times of production stability, but were largely abandoned during times of crisis. Our analysis demonstrates that the cultural meaning of "work" in this lean production environment excluded all forms of "meaning" that were not visible, physical and targeted at immediate production needs. While there was evidence of individual personal and professional development achieved in this setting, there was little evidence to date of organisational development. The cultural hostility to non-urgent work hindered the reflective activity that could address the systemic issues that in turn could generate organisational development