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Writer's picturePrince Sharma

How Did Self-Managed Teams Drive Success at WI, Inc.?

Self-managed teams (SMTs) have become an increasingly popular strategy for enhancing organizational performance and employee satisfaction. This case study explores how WI, Inc., a medium-sized manufacturer, successfully implemented self-managed teams to improve performance, foster teamwork, and drive continuous improvement.

The Context of WI, Inc.

WI, Inc. is a privately owned manufacturer specializing in audible, visual, and voice-action message products. With approximately 350 employees, including 220 in manufacturing, the company competes in a niche market that demands high standards of performance, reliability, and quality. Despite its strong market position, WI faced stiff competition from larger firms. To increase market share and lower costs, WI initiated a major organizational change project called "Partners in Perfection" (PIP)​​.

Emergence of Performance Challenges

The PIP initiative aimed to redesign work processes and create a team-centered culture characterized by participative decision-making and continuous improvement. Led by a progressive HR department, this effort received strong support from WI's CEO and major stockholder, who envisioned a participatory, team-centered climate​​.

The Role of Self-Managed Teams

WI's strategy involved the following key steps to develop self-managed teams:

  1. Initial Assessment and Employee Involvement:

  2. The initiative began with small-group sessions where manufacturing associates shared their perspectives on current issues and improvement opportunities. Their feedback highlighted a desire for greater involvement in decision-making and continuous improvement​​.

  3. Team Formation:

  4. WI organized employees into 16 self-managed teams based on natural work units, such as assembly lines or functional departments. Each team developed an operating charter outlining its tasks, responsibilities, and objectives. Teams met regularly to discuss progress, address issues, and devise action plans​​.

  5. Training and Development:

  6. A corporate Enrichment Center was established to train associates in skills necessary for effective teamwork and continuous improvement. Initial training included a four-day team-building course, followed by advanced courses for those interested in becoming team facilitators​​.

  7. Empowerment and Autonomy:

  8. Teams gradually took on more responsibilities, including work scheduling, job assignments, quality inspections, and inventory control. They also participated in manpower planning, budget recommendations, and continuous process improvements​​​​.

Emphasis on Support Systems

To support the self-managed teams, WI implemented several organizational changes:

  • Reward Systems:

  • The existing reward system, which was based on individual performance, was revamped to align with team performance metrics. A gain-sharing program and a system recognizing individual contributions were introduced to incentivize performance and teamwork​​.

  • Recruitment and Selection:

  • Teams were involved in the recruitment process, ensuring new hires fit well within the team-based culture. This approach included participation in job fairs, open-house recruitment days, and the interview process​​.

  • Continual Learning and Improvement:

  • Associates were required to spend at least 40 hours per year in training to acquire new skills and knowledge, ensuring continuous personal and professional development​​.

Outcomes and Reflections

The implementation of self-managed teams at WI, Inc. led to several positive outcomes:

  • Operational Efficiency:

  • Teams enhanced operational efficiency by effectively managing production schedules, quality control, and process improvements.

  • Employee Engagement:

  • The participative culture increased job satisfaction and engagement among associates, leading to lower turnover rates and higher morale.

  • Performance Metrics:

  • The team-based reward systems and gain-sharing programs motivated employees to achieve higher productivity and quality standards​​.

Implications for Organizational Development

The WI, Inc. case demonstrates the effectiveness of self-managed teams in achieving significant organizational improvements. Key takeaways include the importance of strong leadership support, comprehensive training programs, and aligning organizational systems to support team-based work designs. Organizations looking to implement SMTs can learn from WI's experience by fostering a culture of continuous improvement and empowering employees at all levels.

Conclusion

The development of self-managed teams at WI, Inc. showcases the transformative potential of team-based work designs. By implementing strategic principles and fostering a supportive environment, organizations can achieve substantial performance improvements and long-term success.

Connect with OrgEvo Consulting

At OrgEvo Consulting, we specialize in helping organizations implement self-managed teams and other organizational development interventions. Our services include comprehensive training, strategic planning, and continuous improvement programs designed to enhance operational efficiency and employee engagement. Contact us today to learn how we can support your organization in achieving excellence.

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