A Case Study Of High Performance Work Team In J Manufacturing Plant

The world is in an era of rapid change.The fierce global competition environment requires a new change in the management of organizations.The top-down production management model has always been the most popular in the traditional manufacturing environment.But with the continuous development of business environment and organization,more and more manufacturing enterprises begin to devote themselves to introduce the new organization management mode to empower the organization through changes.High Performance Work Team(HPWT)model was born and developed under this background.HPWT means that the traditional production and operation mode will change from the traditional model to the way of empowered employees and further foster the development of the organization.As one of the world's top 500 multinational company which is facing the fierce competition and changes in the market,J Company began to establish the group's overall strategic goal since 2014,which is to "become the most capable company in the world".However,how to improve the inherent management modes within more than 100 factories in of the corporate around the world,continuously improve the operation efficiency of the organization to moving towards the common goal? An efficient operation mechanism and talent systems in line with the company's strategy are needed.We select one of manufacturing plant from J company located in China and deeply analyzes the problems and challenges faced during the conducting and implement the high performance team based on the internal and external environment and the corporate's strategy.Based on the changes of internal and external environment in the production and manufacturing environment,through the core key events in the development process of J manufacturing Plant's implementation of high-performance team,we find the challenges including: 1.How to change the traditional pyramid management mode to HPWT management mode to activate organizational vitality? 2.How to design HPT balanced scorecard to support the achievement of company objectives? 3.How to build a HPT organizational structure with clear responsebilities of team members to improve employees' ability? 4.How to change the traditional communication mechanism between superior and subordinate,and realize team decision-making through information sharing? 5.How to let employees embrace high-performance teams and encourage employees to achieve high performance?Through this case study,we found that:1.Activate the traditional hierarchy,establish the authorization management structure;2.BSC balanced scorecard integration goal,HPT self drive to achieve the strategic goal;3.Clearly define the roles and tasks,enable through training and certification;4.Reconstruct the organization command line,and achieve decision information Sharing;5.Encouraging high performance behavior and creating high performance culture.All of the above is the key successful factors for conducting HPT in the manufacturing enviorment.6.Having the transformation in a planned way and turn resistance into power.Finally,we hope that this case study on high performance work system from J company can help the existing manufacturing enterprises on how to effectively create and implement High Performance Work System,and promote the transformation and upgrading of enterprises and the development of employees.