Purpose: – The purpose of this paper is to document the progress made in a specified period and the experience of managers and staff in sustaining the high performance team approach in a plastics factory.
Design/methodology/approach: – Single-case analysis was conducted on data collected through semi-structured interviews and site observations made with two managers and one team of six in a multinational plastics manufacturer (Visy) headquartered in Australia.
Findings: – Based on the authors' experiences and literature review a successful high performance team requires clear targets and efficiency standards, communication, rules of behaviour, continual input of facts and feedback, and last but not least – recognition of successes.
Research limitations/implications: – The
findings are based on observations and interviews conducted in one part of a multinational organization in Australia. No follow-up interviews could be undertaken to track the progress.
Originality/value: – No other similar study had been undertaken in this organisation documenting the experiences of a quality improvement team and its interactions with managers. The findings have practical implications for industrial and other kinds of organisations engaged in implementing quality improvements through enhanced teamwork.
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