個案資料

Describes the challenges and successes encountered by GE's Aviation business in implementing a teaming work structure and culture in plants across its supply chain. GE Aviation leadership had seen dramatic gains in productivity, quality, and worker satisfaction in manufacturing plants where it had implemented teaming, which was designed to move decision-making as close to the product as possible by delegating authority, responsibility, and accountability to front-line workers. The case describes what teaming looked like in two of GE Aviation's plants and discusses the benefits realized in teaming sites. It also describes the challenges GE Aviation leaders had encountered in implementing teaming in the face of an entrenched work structure and culture in one particular plant, and discusses the difficulty management had faced in moving forward in transforming the culture of the plant.

• Organizational behavior
• Strategic planning
• Improving employee performance
• Personal growth and transformation
• Product development
• Labor unions
• National competitiveness
• Production planning
• Personal productivity
• Workplace health and safety
• Organizational change
• Competitive strategy
• Corporate social responsibility
• Manufacturing processes
• Business and government relations
• Cost systems
• Teams
• Cross-functional management
• Personal finance
• Organizational hierarchies
• Change management
• Labor relations
• Employee satisfaction
• Management styles
• Advertising
• Product localization