Operational autonomy explains the value of group work in both lean and reflective production

Describes and compares two designs of work group: those which are based on the use of standard operating procedures, as found in lean production, and those based on decentralized in-group solving of problems, as found in reflective production. Uses a Euro-Japanese example of the former and a Swedish example of the latter. Concludes that both approaches result in an operational process that runs autonomously. The approaches should be used in different situations.