Self-directed work teams

This paper describes the effort and the success derived from implementing self-directed work teams at IBM´s semiconductor manufacturing facility in Essex Junction, Vermont. Using the self-directed work team approach, traditional departments are subdivided into teams. Weekly team meetings are conducted to determine measurements for baselining improvement over time. Each team assumes responsibility for its own business strategy. Managers assume the role of coaches, consulting with individual teams and advising each on the path it should take to succeed. Technical people work with manufacturing personnel rather than directing them. Common goals are set and decisions made with the cooperation of the team. Carefully defined measurements provide motivation that encourage empowerment and group responsibility. This approach helps improve both team bonding and morale. With strong support from management, self-directed teams enable individuals to play an important role in the operation of their business and in defining customer needs