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Presents some theoretical principles and empirical evidence relating to the new Swedish production systems for final assembly of motor vehicles. Contends that in these production systems it is possible simultaneously to enhance efficiency and quality of working life. Briefly sketches three production forms as they apply to the final assembly of automobiles and discusses the societal environments in which these different forms of production have evolved. Focuses on Volvo′s Swedish Uddevalla plant as one of the main examples so far of a reflective production system for final assembly of automobiles. Amplifies the analysis of different production flow patterns for final assembly and in particular addresses the issue of semi‐parallel mechanistic production flow and parallel organic production flow as alternatives to serial flow on a conventional line assembly.

The purpose of this article is to discuss the potential for learning that is present for process operators in their work at a paper mill. The term learning potential is used to denote the opportunities operators have for learning in their daily work.

A case study of the work and learning of process operators in four different shift teams in four different departments at a paper mill, using diaries and interviews, provides the data for identifying potential for learning in the work of process operators.

Findings show that the work of operators is dominated by an adaptive form of learning, that is becoming better at an already known task, and solving daily work problems. At the same time there is potential for a more development oriented learning, but with a local and ad hoc emphasis in the shift teams. However, the desire and willingness of the operators is important for the utilization of existing learning potential.

In general, limitations of the case study methodology mean that it may not be possible to generalize to other industrial and organizational settings.

The research highlights that there is potential for learning, but the “invisible” learning that is found on the shopfloor in the shift teams must be supported by the company so that it can lead to development of the organization.

The research has indicated that potential for development has a mainly local and ad hoc emphasis, primarily through the contradictions that exists in shift teams. Nothing, however, indicates that this potential might also include development of the organizational level at the paper mill.

Making a workplace entails two essential factors: the physical action of designing, and the design of the work space itself. This paper illustrates how building stock can be used as a vehicle to create new, small and medum‐sized enterprises in which a participatory and learning process gives users control of their costs and stimulates creative channels between tenants. Workplace making can be the source of new understanding and communication between disciplines that do not usually cooperate in innovative situations ‐ demonstrated by the Volvo case study, which resulted in a totally new production system for the final assembly plants. In conclusion, it is paramount that the company itself leads the design process. To outsource workplace making is to outsource the knowledge and ability to use space as a long‐term production resource, which can restrict space productivity. To ensure the best use of future production space it is vital that a company listens not only to the architects but to its own employees.