Implementation of self-managed teams in manufacturing: More of a marathon than a sprint

During the past decade teamwork in manufacturing, as in other sectors, has become the organisational form of choice. In contrast to earlier manifestations such as autonomous workgroups some 30 years earlier, this appears to have been largely for business and production reasons rather than being directly aimed at improving the quality of work life. Taken from part of a larger study of teamworking in several different manufacturing companies this paper draws upon a retrospective analysis of cases of self-managed team implementation in UK manufacturing. Examples of good and bad practice and consequent guidance have been identified where the weight of evidence gives confidence in their general applicability. A basis for benchmarking is provided, related to preparation, implementation and maintenance of self-managed teams in manufacturing. Key gaps identified are for tools to assist in early functional analysis, leadership decisions and boundary setting, and appropriate team performance measurement and reward systems.