Now coming to issues part :

Job definition :

Prior to the implementation of the SDTs, line workers were treated a lower grade than the
maintenance staff. This inequality had fuelled disagreements between the two sets of
workers.

No clarification in the concept :

No productivity in Third Shift :

Winslow reports that the third shift does not make its production targets. Additionally, this
shift also has the highest absenteeism rate. The third shift is the 11 pm to 7 am shift, which

traditionally is a difficult shift to work due to the body‟s natural circadian rhythms.
When compared to the other Wolfe plants, this trend of higher absenteeism appears
to be typical. It would be useful to dialogue more with the night shift workers to dig
deeper into the issue. Workers on the night shift are possible showing signs of de-
motivation. It is well established that working night shifts becomes more difficult as
one age and increases the potential for more errors. This could further compound
the demotivation.

Individual Recognition and Performance evaluation

When the SDT was first conceptualized, Amasi wanted to pay a premium to the
workers, but this was not sanctioned by the union so no incentive program was
implemented. Team members are now complaining about not being adequately
rewarded for their extra effort. This can result in demotivation in the workforce.

Framework for the teams :

Overtime, vacation, and policy :

Recommendation :

Continuous training and development for the various line operators and
technicians :

There should be continuous training and development for the various line operators
and technicians for them to fulfill the cross functional roles required (technical
training), be effective team members (interpersonal, team development training,
conflict management, etc.) and to allow them to effectively self-manage
(administrative, basic management training, decision making training, etc.). Key also
would be the leadership training required for the coordinators to equip them with
the tools and resources required for them to fully evolve from the directing role
through the coaching and supporting roles, towards the ideal delegating role, which
supports the SDT model.

 Increase awareness of all employees about production rates and targets via
team meetings, reports, information boards, emails etc.

 Provide a mechanism for receiving feedback from employees on

recommendations for improvements in any area of the company.

 Schedule team building exercises for the teams as well as the entire facility to
increase teamwork across the facility.

 Consideration should be given to the payment of night shift workers,

considering the inherent challenges of night work