DocumentCode :
906749
Title :
Why even successful teams sometimes fail-self-directed team catalysts [manufacturing]
Author :
Tomlinson, Kim P.
Author_Institution :
IBM Technol. Products, Essex Junction, VT, USA
Volume :
6
Issue :
2
fYear :
1993
fDate :
5/1/1993 12:00:00 AM
Firstpage :
163
Lastpage :
169
Abstract :
The competitive need to significantly reduce cycle time and product inventory while improving yields in its logic fabricator, led IBM´s semiconductor facility in Essex Junction, to adopt a continuous flow manufacturing (CFM) methodology and the team approach to implement this methodology. However, once these employee teams successfully achieved record breaking results, their effectiveness began to erode. What makes good teams hard to start and even harder to maintain? What causes leaders to move from either tyranny or apathy to vocal advocate? Why do teams seem to self-destruct despite their success? The answers to these questions lie in understanding team catalysts; that is, those conditions that foster the maturation of teams but are often eroded once success has been achieved. When team catalysts are maintained, an ongoing breakthrough occurs
Keywords :
human factors; management; manufacture; personnel; continuous flow manufacturing; logic fabricator; self-directed team catalysts; semiconductor facility; History; Logic; Manufacturing; Open systems; Semiconductor device manufacture; Spinning; Team working; Teamwork;
fLanguage :
English
Journal_Title :
Semiconductor Manufacturing, IEEE Transactions on
Publisher :
ieee
ISSN :
0894-6507
Type :
jour
DOI :
10.1109/66.216935
Filename :
216935
Link To Document :
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