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The birth of the individualised team The individual and collective in a team based production organisation at the Volvo Bus Plant

The birth of the individualised team The individual and collective in a team based production... The Volvo Bus Plant at Borås, Sweden, is one of the largest bus‐chassis assembly plants in the world. Some years ago a new organization model, FLiSa, was implemented as an attempt to construct well‐functioning teams consisting of multi‐functional individuals, eager to learn, be flexible and to take on more responsibilities. Moreover, the FLiSa‐model with its line‐organization, was expected to bring about higher levels of productivity and quality. However, by the end of 2003 it is evident that the FLiSa‐model is facing serious problems as regards expected results. What factors contributed to this outcome? In this paper the author argues that imbalances or different competitive socio‐technical aspects inherent in the FLiSa‐model have been decisive. Moreover, the author suggests that difficulties to find productive solutions to these imbalances have – as an unintended consequence – brought about what she defines as “the individualised team”. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

The birth of the individualised team The individual and collective in a team based production organisation at the Volvo Bus Plant

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References (5)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443570410548220
Publisher site
See Article on Publisher Site

Abstract

The Volvo Bus Plant at Borås, Sweden, is one of the largest bus‐chassis assembly plants in the world. Some years ago a new organization model, FLiSa, was implemented as an attempt to construct well‐functioning teams consisting of multi‐functional individuals, eager to learn, be flexible and to take on more responsibilities. Moreover, the FLiSa‐model with its line‐organization, was expected to bring about higher levels of productivity and quality. However, by the end of 2003 it is evident that the FLiSa‐model is facing serious problems as regards expected results. What factors contributed to this outcome? In this paper the author argues that imbalances or different competitive socio‐technical aspects inherent in the FLiSa‐model have been decisive. Moreover, the author suggests that difficulties to find productive solutions to these imbalances have – as an unintended consequence – brought about what she defines as “the individualised team”.

Journal

International Journal of Operations & Production Management – Emerald Publishing

Published: Aug 1, 2004

Keywords: Automotive industry; Sweden; Team working

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