The sustainability of teamwork under changing circumstances The case of Volvo Cars Ghent, Belgium

1. The sustainability of teamwork under changing circumstancesThe case of Volvo Cars Ghent, Belgium

2. Challenged by changing circumstances 1. Biggest expansion in its history End of 2003: production of S40 and V50 transferred from Born to Ghent Aim: to build 270.000 cars in 2004 (whereas 150.000 in 2002) Challenges: • Maximal use of infrastructure • Speeding up the line • Switch to a three shift system • Massive recruitment of new workers (an additional 1400 employees at the assembly plant as well as 900 employees in the nearby supplier companies)

3. Challenged by changing circumstances 2. Ford consolidating its position as the new owner of the Volvo Car Corporation • Since 1999 the Ghent plant is part of Ford’s Premier Automotive Group • Dissemination of the ‘Ford Production System’: possible threat for the relative autonomy to develop an own approach

4. Challenged by changing circumstances What are the consequences for the plant’s work organization? Will the specific work organization of Volvo Ghent – even though it is more traditional than former Swedish alternatives – be able to survive the expansion of the plant and the takeover by Ford?

5. How to assess the sustainability of teamwork? Combination of two alternative theoretical streams into one model to understand team trajectories • A structural approach: a two-axis model in which the horizontal axis refers to job enlargement and the vertical axis to job enrichment Volvo Ghent described as the ‘third way’ • A process perspective: a coordinate system with time on the horizontal axis and team maturity on the vertical axis, drawing on the movement of group dynamics sequential stages in the development of a team can be distinguished

6. Vertical task integration Integration of self-sustaining capacity Integration of second line indirect tasks Integration of first line indirect tasks No integration of indirect tasks SOCIO- TECHNICAL VOLVO UDDE- VALLA VOLVO KALMAR Legend: VOLVO GHENT Assembly plant Team type LEAN PRODUCTION TAYLORISM Horizontal task integration High pacing High pacing Moderate pacing Low pacing Pacing pressure 0.5-1 min. 1-5 min. 5-30 min. > 30 min. Cycle time Low rotation High rotation Low rotation No rotation Job rotation A structural approach

7. A process perspective

8. A combined structural – process approach Team structure Socio- technical Third way Lean production Taylorism Internal turbulence Targeted trajectory VOLVO GHENT Expected trajectory External turbulence Potential threatening trajectory Process stage Forming Storming Norming Performing Adjourning

9. Measures to uphold the targeted trajectory Aim: To facilitate the integration of the newly recruited workers and to limit the regression of the teams • Spreading the impact of recruitment over time as well as over the plant • Promoting of knowledge sharing between senior and new employees • Supporting the psychological contract between the plant and its employees: investment in long-term relationships

10. Conclusions • The current turbulence also presents new opportunities: inflow of many employees creates a greenfield-like situation • Actual disposition: Never change a winning team concept • What will the future bring? At the moment that investments are needed to develop the team model further, will Ford go for it?

11. Contacts Prof. Dr. Geert Van Hootegem geert.vanhootegem@soc.kuleuven.be Dr. Rik Huys rik.huys@hiva.kuleuven.be Drs. Anne Delarue anne.delarue@soc.kuleuven.be Catholic University Of Louvain Centre for Sociological Research Section of Work & Organisation E. Van Evenstraat 2B 3000 Leuven 0032 16 323170