Case Study: The Third Shift

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The Third Shift

The third shift at the Corpus Christi plant is not making its production goals. When the Coordinator or Winslow try to help the third shift, workers claim that they are going back on their promises.

The cause of this issue is that Winslow did not set a hard boundary line for the decisions that the Self Directed teams could take on as they matured. He did not expect them to set production goals for themselves or to be involved in developing and setting strategies for the entire plant but did not express this to the teams. The third shift team thought that their power was being compromised when the coordinator or Winslow offered help. There are several things that need to be done to remedy these issues.

First, Winslow needs
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The intended role of the coordinator, as defined from the beginning of the experiment, was to change over time as the teams gained more and more knowledge and became more comfortable with the roles of SDT’s. The coordinator would move from a directive leadership style in the beginning to the delegate leadership style in the end. It is unreasonable to expect that the teams on all three shifts would progress at the same rate. As such, it would appear that the third shift team has not progressed to the point that the coordinator can use the delegating leadership style yet. They have shown significant progress by supplying process improvement ideas and maintaining a high standard of safety. In light of the Team’s progress and what they have accomplished to this point, I would put the progression of coordinator’s needed leadership style in the Supporting Style. In this style the leader talks with the team and listens to their ideas and suggestions to solve problems. In this instance, Winslow needs to have a meeting with the team and discuss with them why they feel they are not making the production goals and what they can do to fix it. He needs to share the decision making with the team so they do not feel that their power is being removed. The team needs to be informed what progress that they have made and what they still need to do in order for the coordinator to assume a delegating …show more content…
The improvements that we have recommended are critical in keeping the ball rolling in the implementation of SDT’s. Recognition of and feedback to the workers will fix a lot of the motivation and confusion problems that are going on among the workers. Letting the workers know how they are doing is the only way they can recognize when what they are doing is good or bad. Feedback should act as a guiding light to these workers while the recognition should let them know when they have reached a goal. The workers need to know that their jobs are not in jeopardy and that they actually have a great opportunity of promotion laid in front of them. Give them incentive as a team and they will function as a team. By giving the workers goals to strive toward, they can understand what is expected of them. The physical structure of the team is an issue that can be readily fixed. Restructuring the team into smaller groups will increase the team’s cohesiveness and self-accountability. Smaller groups are considerably more efficient and productive than larger groups. This will also decrease the turnover rate, as the workers within a smaller team will feel more important and less likely to let down the other members of the team by

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