process. Training must include new production technologies as well as interpersonal skills needed to be a productive team worker.
Fluxman (1999) stated that these team approaches are associated with increased positive outcomes. For example in 1983 General Motors Corporation and Toyota formed a joint venture called United Motor Manufacturing, Inc. (NUMMI). Japanese techniques were used in this venture, which provided an opportunity to determine if these techniques would be successful in another culture. Findings were that NUMMI was considered "one of the most productive auto plants in the U.S. and a model for the entire industry" (p. 110). Absenteeism dropped, quality was consistent, defects were fewer, and grievances dropped (from 2000 to 700).
Sly (1997) reported that cross-functional self-directed work teams conquer internal process problems. This team approach can be used to motivate employees, reduce cycle time, improve quality, and create a flexible trained and self-directed work force. The case of Pneumafil Corporation was presented. In 1993 a new product line was starting up in the facility with a production process that included metal fabrication, welding, and testing. There were thousands of configurations depending on customer need. Several months after using the traditional methods of production, problems became serious; one-third of production work force was constant but other positions turned over consistently with absenteeism and lateness common. Temporary workers were found in many positions and these were untrained. The supervisor frequently worked as a production worker due to absenteeism. Overtime hours were increasing. The workgroup approach was considered.
Sly (1997) reported that a focus on the rights of employees helped to guide new programs. For example, a focus on the right to be involved, led to the dividing of the work force into four teams led by a member of management. Teams...