Case Study: R.L. Wolfe Introduction: The case study is of RL Wolfe‚ a Plastic Plant manufacturing company which emphasizes on implementing self-directed teams. Background: Wolfe plastic Company runs 24 hour a day‚ dividing into three shifts with 27 floor workers (Garvin &Collins‚ 1997).They purchased Moon plastics in 2003. Amasi‚ the director of production at RL Wolfe and the plant manager Winslow started implementing SDT’s at this new plant located at Corpus Christi in 2004. Problem:
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Upon reviewing the implementation of Self-Directed Teams (SDT) at the newly acquired plant in Corpus Christi‚ Texas I have come to a conclusion that we need to redefine each team and revamp the roles and responsibilities of the team members that comprise each team. Facts that contributed to the lack of cohesiveness amongst the teams are as follows; 1) Is the size of the team too large? Should it be broken down into smaller teams? 2) Should teams rotate through all jobs in order have a better
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Introduction: John Amasi was the Director of RL Wolfe’s of production and Engineering. This case study was about the introduction of the concept of self-directed teams into a newly rehabbed plant in Corpus Christi‚ Texas in 2004. The analysis took place after 4 years of initial implementation of the SDT structure. Amasi expected after the implementation of SDT’s the Corpus Christi plant would achieve high productivity. Self –directed teams are small groups of employees responsible for an entire
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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
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other plants)‚ the SDTs at the new plant have not been able to achieve the stated goal of 95% design capacity. In the inception of his experiment‚ Amasi envisions a “committed work force with a high level of satisfaction in their work”. In reading the case‚ it is clear to me that they have not been able to achieve this level of satisfaction. In my assessment of the employee complaints and the feedback provided by Winslow‚ I noticed that the areas of concern can be categorized using Beckhard’s GRPI Model
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Background John Amasi is the Director of Production and Engineering at RL Wolfe‚ “a $350M privately held plastic pipe manufacturer headquartered in Houston‚ Texas” (Gavin & Collins‚ 2009). John is Director of two companies soon to be three and is looking to implement Self-Directed Teams‚ (SDTs) into RL Wolfe’s third company which will be called Corpus Christy. RL Wolfe’s other two companies are unionized and are facing many issues. Amasi has done much research and has learned that Self-Directed Teams
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MGT 510 ASSIGNMENT RL WOLFE: IMPLEMENTING SELF-DIRECTED TEAMS. A CASE REVIEW RL WOLFE: IMPLEMENTING SELF-DIRECTED TEAMS. INTRODUCTION: The self-directed work team is an autonomous work unit capable of self-management. Such team has little need for direct supervision from managers; rather‚ the manager’s role is to meet the need of the team through the provision of resources‚ training and encouragement (Douglas & Gardner‚ 2004). The team is typically comprised of 5 to 15 members who are responsible
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issues such as time off and pay only hurts the company. Boundaries are the key to improved success at the plant and must be implemented and accepted by both the employees and management for them to be effective. BACKGROUND INFORMATION Under RL Wolfe‚ a $350 million dollar plastic pipe manufacturing company‚ John Amasi‚ director of Production and Engineering‚ wanted to implement self-directed teams [SDT] at his Corpus Christi plant. The Corpus Christi plant was purchased from Moon Plastics in
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2009 DAVID A. GARVIN ELIZABETH COLLINS RL Wolfe: Implementing Self-Directed Teams On a clear day in May 2007‚ John Amasi looked down on the city of Corpus Christi‚ Texas‚ as his plane approached the airport. As director of Production and Engineering at RL Wolfe—a $350M privately held plastic pipe manufacturer headquartered in Houston‚ Texas—he was looking forward to visiting the company’s plant in the city. Four years previously‚ in 2003‚ when RL Wolfe had purchased Moon Plastics—a small‚ familyowned
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