Abstract
The role of the remuneration system in the implementation process when introducing a complex manufacturing strategy, lean production, is explored. Exploratory clinical research in a mechanical manufacturing company was used and 3 areas of findings emerged. First, there is a need for congruence in time between organization and remuneration, since the remuneration system serves both as an obstructing and a facilitating force in the process. There is also a need for congruence between the principles of the organization and remuneration. Converting the complex goals of the manufacturing strategy into a correspondingly elaborate remuneration system is essential. Finally, a 2-part remuneration system for lean manufacturing is proposed. The first part of the system is a response to the founding principles of lean manufacturing: focusing on the competence of the individual. The 2nd part is formed to remunerate the outcomes of a lean manufacturing system based on the performance of the team.