In this paper we discuss important aspects of the perceived problematic relationship between self-management and standardization. The paper presents data from three case-studies conducted within manufacturing companies in Sweden, where the popularity of lean production has led to a renaissance for short-cycle and standardized assembly work in settings that traditionally have made use of socio-technical production design. The main argument of the paper is that it is possible to combine self-management principles with lean production and standardization if 1) the implementation of lean is done with a contextual sensitivity, 2) if a balance is reached between the use of detailed standards on one hand and work enrichment on the other and 3) if a feeling of ownership as regards both implementation and production process is upheld among the production personnel. This in turn can be achieved if the pre-occupation with kaizen (continuous improvement) is supplemented with the implementation of the concept of heijunka (well-balanced production).