Teamwork in production: Implementation, its determinants, and estimates for German manufacturing

Bikfalvi, Andrea

doi:10.1002/hfm.20230

Cited by 13 publications

(11 citation statements)

References 37 publications

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“…This is in line with existing literature (Osterman, 1994;Gittleman et al, 1998;Bikfalvi, 2011) and does not encourage the assumption that firms which are highly focused on technology and R&D might pay less attention to "soft" work organisation techniques (European Commission, 2002). We would particularly stress the results correlating teamwork and innovativeness of companies.…”

Section: Discussionsupporting

confidence: 85%

The incidence and diffusion of teamwork in manufacturing – evidences from a Pan-European survey

Bikfalvi

Jäger

Lay

2014

Journal of Organizational Change Management

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Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to map the incidence of teamwork in European manufacturing industries and describe the process of teamwork diffusion over time. The impact of country, company size, manufacturing sector and other factors on teamwork diffusion is identified. Design/methodology/approach -The study is based on data from 3,522 companies gathered by the European Manufacturing Survey covering ten European countries with a common survey tool. Findings -Overall, six out of ten manufacturers with more than 20 employees have implemented teamwork in production. Furthermore, the authors show that implementation rates vary significantly by country, firm size and, to a lesser extent, sector of the company's activity. R&D expenditure, product complexity, innovation capability, strategy and to a lesser extent international competition and supply chain position create significant differences between firms opting for teamwork as a work organization practice and companies neglecting it.Research limitations/implications -The main limitations of the paper derive from the concept of EMS as a multi-purpose survey and the lack of adequate representation across European countries. Originality/value -The value of this research is the ability to offer recent, international and relevant figures about teamwork implementation and diffusion. Furthermore the data set makes it possible for the first time to describe the process of teamwork diffusion over time.

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Section: Discussionsupporting

confidence: 85%

The incidence and diffusion of teamwork in manufacturing – evidences from a Pan-European survey

Bikfalvi

Jäger

Lay

2014

Journal of Organizational Change Management

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“…LSS has the potential to play a large part in facilitating this strategy. The role of human factors especially in the context of teamwork in German manufacturing have also been emphasised by previous research studies (Bikfalvi, 2011). Thus a study to investigate the readiness of personnel in German manufacturing SMEs to embark on LSS as a systematic business excellence tool to promote both low cost and high revenue appears to be warranted.…”

mentioning

confidence: 99%

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

Shokri

Waring

Nabhani

2016

International Journal of Operations &Amp; Production Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to focus on three fundamental human-related behaviour factors associated with Lean Six Sigma (LSS) projects in German manufacturing small-and mediumsized enterprises (SMEs) on the readiness of people (managers and their staff) to commence LSS projects. These are core personal competence, strategic vision of the people and the organisational culture of the specific organisation. Design/methodology/approach -Based on a thorough review of the academic literature a set of hypotheses were constructed to examine the level of association between people's competence, vision and culture with LSS readiness within SMEs. This was done using correlation and regression analysis. Data collection were carried out in seven different German manufacturing SMEs involved in aerospace supply and agro-food manufacturing using a survey instrument. Findings -It was found that there is a strong positive association between the core competence of people and organisational culture with readiness for commencing LSS in the manufacturing SMEs studied. The core values of people, education level and the vision of making continuous quality improvement were identified as key variables in promoting LSS readiness in these manufacturing SMEs. This study indicates that these "softer" variables can be essential to successful LSS implementation and need to be explored further before undertaking the process. Practical implications -From the perspective of the implementers of LSS the results of this research could be of interest to different manufacturing SMEs intending to embark upon an LSS journey as it highlights the significance of human-related behavioural factors in the process. SME organisations may consider carrying out development or training with their managers and employees around personal and organisational values, addressing core competence and strengthening organisational culture in order to facilitate LSS readiness and enhance the prospect of its success. Originality/value -It would appear that this LSS research has not been carried out within the German manufacturing SME context before and although discre...

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“…If all elements of P[i] are zero, the time is equally divided between all agents (line 24). We use the given weight vector and the benefit function in (12) We assume that all α i = 1.0, which means agents have no predetermined schedule. By using Algorithm 1, the preference matrix for the proportional and Zipf strategies are calculated.…”

Section: Contributionsmentioning

confidence: 99%

“…in [3], [4], [5]. A substantial amount of research has been devoted to the analysis of the performance of teams in different fields such as education, health care, science, military, performing arts and manufacturing [6], [7], [8], [9], [10], [11], [12].…”

Section: Introductionmentioning

confidence: 99%

A model for estimating the performance of a team of agents

Kamrani

Ayani

Moradi

2011

2011 IEEE International Conference on Systems, Man, and Cybernetics

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Abstract-In this paper, we present a model for estimating the performance of a team of agents, based on the capabilities of the agents and importance of these capabilities for the task. Performance of a team is assumed to be the sum of contributions of individual agents and contributions of subgroups built in the team. We introduce a set of notations, which is required for discussing the suggested models. We also propose a model to estimate the benefit of an agent from interaction with other agents in a subgroup. Based on this benefit model and different (common) strategies, the agents devise plans in which they formulate to what extent they are willing to cooperate with other agents. A negotiation algorithm that resolves the conflicts between the desires of the agents is presented. The effect of this algorithm and different strategies are tested on a set of generated data. The test results show that the performance of a team when the agents choose a cooperation strategy that follows the principle of least effort (Zipf's law) is higher than teams with other cooperation strategies.

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Teamwork in production: Implementation, its determinants, and estimates for German manufacturing

Cited by 13 publications

References 37 publications

The incidence and diffusion of teamwork in manufacturing – evidences from a Pan-European survey

The incidence and diffusion of teamwork in manufacturing – evidences from a Pan-European survey

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

A model for estimating the performance of a team of agents

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