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Despite the effectiveness of scientific management, this method has been contested because it is deskilling for the workers. This has led to some conflicts, the workers claimed more job enrichment through trainings, group work…That is what was brought by the Toyotist methods of management. The production methods introduced in Toyota by Taiichi Ohno seems to be a good alternative to the scientific methods. One of the principles of toyotism, the improvement of work methods, breaks off with scientific management, training becomes the origin of productivity gains (Yutaka, T., 2006). Adam Smith emphasized the fact that repetition makes the task perfect, however, once this is done, there is no way of learning with taylorian methods. Whereas if the production process implies some interactions between individuals, the workers can discover and react to different situations. Another principle of toyotism, that follows the same logic as above, is the «　kaizen　», which is trying continually to improve the system. The toyotist management has tried to give more autonomy to the employees ( Parent-Thirion, A., Fernandez Macias, E., Hurley, J., Vermeylen, G., 2007, figure 6.1, p.51, table 6.2, p.52 ), notably concerning the quality control, and the initiative to do the repairs, corrections or ajustments in the production. This evolution has been possible thanks to the higher level of qualification of the employees. At the same time toyotism has tried to fight against the workers disinterest with the diversification of their tasks. The division of the work into small tasks still exists, however the workers are allowed to change their tasks. That implies a job rotation which is supposed to participate to the development of the worker. Motivated workers are going to be more efficient and as a matter of fact they will be able to take some initiatives that are good for the firm (Boje, David, M., Robert, D., and Winsor, 1993). Taylorism has been criticised because of the lack of training. Nowadays, most of the new organizations has put trainings on their programs. To stick to Toyotism, learning is made individually and in group. Individually, the skills of the workers increase when they have to face different situations at work. On the other hand, the skills of observations and innovations of the workers are reinforced through team discussions in the «quality circles», which allowed everybody to propose some innovations, to participate in the community and to feel more integrated (Boje, David, M., Robert, D., and Winsor, 1993). Toyotist management stimulate workers creativity unlike Taylorism, where standardization is a norm and all the workers have to follow the rules without having to think (Caldari and Katia, 2007). We can also say that learning within a team required the stability of the workers in the firm, which is possible in Japan with the politic of job for life and seniority payment (Malcolm and Warner, 1994).

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