Power and passion: remoulded teamwork in a plastics factory

Abstract

Purpose

The purpose of this paper is to document the progress made in a specified period and the experience of managers and staff in sustaining the high performance team approach in a plastics factory.

Design/methodology/approach

Single‐case analysis was conducted on data collected through semi‐structured interviews and site observations made with two managers and one team of six in a multinational plastics manufacturer (Visy) headquartered in Australia.

Findings

Based on the authors' experiences and literature review a successful high performance team requires clear targets and efficiency standards, communication, rules of behaviour, continual input of facts and feedback, and last but not least – recognition of successes.

Research limitations/implications

The findings are based on observations and interviews conducted in one part of a multinational organization in Australia. No follow‐up interviews could be undertaken to track the progress.

Originality/value

No other similar study had been undertaken in this organisation documenting the experiences of a quality improvement team and its interactions with managers. The findings have practical implications for industrial and other kinds of organisations engaged in implementing quality improvements through enhanced teamwork.

Citation

Shawn Creed, A., Zutshi, A. and Swanson, D.J. (2008), "Power and passion: remoulded teamwork in a plastics factory", Team Performance Management, Vol. 14 No. 5/6, pp. 196-213. https://doi.org/10.1108/13527590810898482