The birth of the individualised team

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”.