Comparison of manufacturing performance of three team structures in semiconductor plants

Manufacturing programs aimed at improving performance often feature employee teams that address production problems at the shop-floor level. According to cognitive models of participation, performance under such programs is improved via the better utilization of skills and knowledge that occurs as employees are allowed greater decision making in their tasks. The authors examine the cognitive-model premise in a high-technology industry where improvement-team programs are on the rise. The study three types of improvement-team programs among a sample of eight manufacturing sites. The programs feature continuous improvement teams (CITs), quality circles (QCs) or self-directed work teams (SDWTs) and vary in the amount of decision-making power, skill attainment via training and skill use granted to employees. A quantitative analysis of performance reveals that CIT programs were associated with the highest direct and indirect productivity, two metrics that were available for each firm. QC and SDWT programs should not be dismissed, however, as they may lead to improvements in quality metrics, as the authors note in suggestions for future research. Qualitative data gathered in site visits suggest that poor implementation and failure to integrate production programs with engineering departments are two factors that inhibit program success.