The marvel of Plant 4: Bandag’s journey of self-direction

Citation

O'Connell, D. (2010), "The marvel of Plant 4: Bandag’s journey of self-direction", Human Resource Management International Digest, Vol. 18 No. 2. https://doi.org/10.1108/hrmid.2010.04418bad.009

The marvel of Plant 4: Bandag’s journey of self-direction

Article Type: Abstracts From: Human Resource Management International Digest, Volume 18, Issue 2

O’Connell D., Herlein M.A.People & Strategy (USA), 2009 Vol. 32 No. 3, Start page: 34, No. of pages: 9

Purpose – Describes how Bandag Inc., a US manufacturer, developed a system of self-directed work teams within one of its plants. Design/methodology/approach – Based on interviews with senior managers at Bandag and team members at the plant, plus the analysis of documentation, explains how Bandag accomplished the shift to self-directed team working and draws out lessons for other companies. Findings – Lists the main tasks undertaken at Bandag as: creating a learning culture within the organization; ensuring top management support; developing employee skills and capacity; understanding then eliminating the role of supervisor; conducting a pilot; using a disciplined process for chartering and assembling teams; and building employee buy-in and reducing resistance. Underlines that this is not a recipe for other organizations but suggests that it offers useful pointers. Originality/value – Profiles how an organization introduced self-directed team working successfully.ISSN: 0199-8986Reference: 39AA396

Keywords: Self managing teams, Supervisory programs, Manufacturing industries, United States of America