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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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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INTRODUCTION John Amasi has established self-directed teams [SDT] at his Corpus Christi plant to allow for the betterment of the product and allow for employee decision making. The use of SDT’s has been used throughout different industries with great success. John hoped to use this same approach in his plastic pipe manufacturing plant‚ while hoping to achieve the same results as the other industries. Problems with the self-directed teams begin to arise and John‚ along with plant manager Jay Winslow
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RL Wolfe: Implementing Self-Directed Teams Introduction and Background Analysis This case was about the implementation of self-directed teams (SDTs) at the new pipe manufacturing plant of RL Wolfe located in Corpus Christi‚ Texas. The assessment took place in the second quarter of 2007‚ four years after the initial implementation of the SDT structure. The main change agents were John Amasi‚ RL Wolfe’s Director of Production and Engineering‚ and Jay Winslow‚ the Corpus Christi plant manager. Winslow
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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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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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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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focus are Goals and Roles. While the team’s goals have been clearly identified‚ it seems there has been little attention paid to individual goals. Winslow admits that individual recognition is a struggle‚ particularly because he wants to “incent teams‚ not individuals”. However‚ workers have expressed concern that their individual efforts are overlooked. A clear example of this oversight is the lack of performance evaluations. Without a clear understanding of how success is measured and rewarded
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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
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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 has led to high productivity. “Wolfe’s
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