This chapter, co-authored by Asao, Tamura and Fujita, analyses the division of labour structure of individual operators or workgroups in three different assembly systems: parallel productionParallel production at the Volvo Cars Uddevalla plant in Sweden, the Autonomous Complete ProcessAutonomous Complete Process (ACP) (ACP) at the Toyota Motor Corporation in Japan and the CPS at the Japanese electrical and precision equipment manufacturing company N. Two main findings are revealed. Firstly, the standard operationsOperations standard operations (routine operations) tended towards recovering functional cohesion or wholeness as the operators moved from traditional to ACP-implemented assembly lines and CPS or Uddevalla’s parallel productionParallel production. Secondly, in systems where standard operationsOperations standard operations (routine operations) are executed over long cycles and one or a few operators assemble the whole product, the possibility of delegating nonstandard operationsOperations standard operations (routine operations) to individual operators or workgroups has been expanded. To realise this possibility, this chapter points out the importance of rethinking the belief that a thorough division of labour is the only way to increase efficiencyEfficiency.