This case scenario accentuates a major manufacturing segment ($1.2 billion sales; 5500 staff) of a world-wide oilfield amenities company as it submerges from a departmental organization with a "conventional" machine shop structure to a team-predicated environment.Through the conversion, roles and duties change from a traditional foreman construction into a Self-Directed Work Team (SDWT) construction for the Radial Bearing Team.
The dynamics of transformation as well as individual behaviours impacts the way the team escapes new responsibilities, power and problem solving as together, they manage the day-to-day as well as equipment use workflow, and control quality. Some dysfunction arises while attempting to support the brand new functions and notions as the leaders of the organization manage the change process. The team is successful, but everyone must support innovation while adapting to the altering environment. The case also emphasizes special techniques the team embraces as it assumes responsibility and liability for quality improvement, for tracking its operation.
Now, Shane Husky, the machine shop supervisor, and George Smiley, the inner OD specialist, had to present proof to aid management decide the apex practices experienced from the RBT encounter that will give rise to future success and if expansion of the SDWT plan was justified.
PUBLICATION DATE: June 13, 2014 PRODUCT #: NA0298-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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