Case Study: RL Wolfe Acquired Moon Plastics
Amasi, the director of Production and Engineering wanted to implement SDTs to the Corpus Christi plant to reap 30 to 40% increase in productivity and three times the industry average on returns with the help of a motivated workforce (Garvin & Collins, 2009).
RL Wolfe acquired Moon Plastics in the year 2003. Amasi had studied the benefits of SDTs in terms of productivity and returns in an organization. He developed a team to implement the SDTs in the Corpus Christi plant and was hoping to get up to 95% or more on design capacity (Garvin & Collins, 2009).
There were unclear boundaries about decision-making between SDTs, coordinator and management. Workers didn 't take responsibility for the teams as a whole. High turnover of floor workers was
leading to poor team performance and decision making (Garvin & Collins, 2009).
The productivity and the returns of the plant can reach desired levels if the functioning of SDTs is made clear to each and every group. Increased trust amongst team members will lead to better achievement of objectives as a team.
Training coordinators for fair treatment of all, team-work training for workers and regular communication between the teams and coordinators should take place. Peer evaluation should be encouraged so that individuals perform better in teams.
Unclear decision-making boundaries and bias of coordinators is creating an unpleasant work environment. If the coordinators and workers are given proper trainings and have a 360 degree communication system in place, clear boundaries can be set and should lead to a happier workforce, thus high productivity in future.
References:
Garvin, D. and Collins, E. (2009). RL Wolfe Implementing Self-Directed Teams. HBS No. 4063. Boston, MA: Harvard Business School Publishing.
RL Wolfe acquired Moon Plastics in the year 2003. Amasi had studied the benefits of SDTs in terms of productivity and returns in an organization. He developed a team to implement the SDTs in the Corpus Christi plant and was hoping to get up to 95% or more on design capacity (Garvin & Collins, 2009).
There were unclear boundaries about decision-making between SDTs, coordinator and management. Workers didn 't take responsibility for the teams as a whole. High turnover of floor workers was
leading to poor team performance and decision making (Garvin & Collins, 2009).
The productivity and the returns of the plant can reach desired levels if the functioning of SDTs is made clear to each and every group. Increased trust amongst team members will lead to better achievement of objectives as a team.
Training coordinators for fair treatment of all, team-work training for workers and regular communication between the teams and coordinators should take place. Peer evaluation should be encouraged so that individuals perform better in teams.
Unclear decision-making boundaries and bias of coordinators is creating an unpleasant work environment. If the coordinators and workers are given proper trainings and have a 360 degree communication system in place, clear boundaries can be set and should lead to a happier workforce, thus high productivity in future.
References:
Garvin, D. and Collins, E. (2009). RL Wolfe Implementing Self-Directed Teams. HBS No. 4063. Boston, MA: Harvard Business School Publishing.