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dc.contributor.authorPowell, Daryl John
dc.contributor.authorLorenz, Rafael
dc.date.accessioned2020-04-24T07:13:28Z
dc.date.available2020-04-24T07:13:28Z
dc.date.created2019-11-19T14:18:12Z
dc.date.issued2019
dc.identifier.isbn978-3-030-29999-6
dc.identifier.urihttps://hdl.handle.net/11250/2652313
dc.description.abstractContinuous improvement teams play an essential role when implementing a corporate improvement programme, the success of which is significantly dependent on the organization of such teams. This paper specifically addresses the effect of team size on the performance of continuous improvement teams. We take insight into a Norwegian case study during the first two years of a lean transformation to explore if there are any indications of an optimum size for continuous improvement teams. The results suggest that there may not be a perfect size for a CI team, rather the performance outcome of different sized teams may depend on the maturity level of the lean programme. Whereas in the establishment phase teams of up to twelve employees seem to perform well, this number appears to reduce when the programme matures. This study may therefore assist practitioners in establishing the right team size dependent on the status of transformation.en_US
dc.language.isoengen_US
dc.publisherSpringeren_US
dc.relation.ispartofAdvances in Production Management Systems. Production Management for the Factory of the Future : IFIP WG 5.7 International Conference, APMS 2019, Austin, TX, USA, September 1–5, 2019, Proceedings, Part I
dc.titleThe Effect of Team Size on the Performance of Continuous Improvement Teams: Is Seven Really the Magic Number?en_US
dc.typeChapteren_US
dc.description.versionacceptedVersionen_US
dc.source.pagenumber69-76en_US
dc.identifier.doi10.1007/978-3-030-30000-5_9
dc.identifier.cristin1749485
dc.relation.projectNorges forskningsråd: 295145en_US
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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