Morton Electronic Materials Group: Designing High-
Per - formance, Self-Management Work Teams
for Strategi C Advantage
Timm L. Kainen, Michael Connolly & Sheila Simsarian Webber
University of Massachusetts Lowell
Case Objectives and Use
The Morton Electronic Materials’ (MEM) Case includes parts A, B, C, and D. MEM Case-A chronicles the history of MEM and its efforts to remain competitive in the printed circuit industry. A cost-savings initiative to relocate MEM’s Woburn, MA manufacturing immediately adjacent to one of MEM’s toll-manufacturing contract coater’s sites in Spartanburg, SC was used as an opportunity by the plant manager and human resources manager to transform the traditional culture into a self-managed / high-performance / high-flex work team culture and associated learning environment. The MEM Case-B highlights the issues and problems experienced during the relocation of operations from Woburn, MA and start-up of operations in Spartanburg, SC. Case-B allows the student to analyze several major issues associated with the design and implementation of self-managed work teams (SMWTs). Case-B also allows the students the opportunity to step into the role of the plant manager and determine effective strategies to recover from the team challenges. The MEM Case-C highlights the changes made for the SMWTs in terms of compensation system and results achieved. The case allows the students to consider the goals and objectives from Case-A in comparison to the results achieved. Additionally, students can further their analysis of the impact of SMWTs on the overall outcomes of the organization. MEM Case-D is a follow-up of the key players and events that unfolded over the next few years for MEM and SMWTs. The case was written for graduate level business students.
Case Synopsis
Morton Electronic Materials relocates manufacturing from Woburn, MA to Spartanburg, SC. During this transition, the plant manager and human resources manager decide to transform manufacturing to self-managed work teams (SMWTs). MEM Case-A examines various stages of change and development that the Company goes through including: external business drivers, evolutions and revolutions in business, industry and product life cycles, global expansion, overcapacity and the restructuring of operations, and self-managed work teams. MEM Case-B examines various organizational and operational challenges to be overcome in order to meet or exceed cost savings benefits that justified the relocation plan and the implementation of SMWTs. Case-B also identifies the challenges of implementing SMWTs. Case-C and D show the progress MEM made in terms of the SMWTs and the effectiveness of the plant.
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The authors developed the case for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case, instructor’s manual, and synopsis were anonymously peer reviewed and accepted by the North American Case Research Association (NACRA) for its annual meeting, October 27-29, 2005, North Falmouth, MA. All rights are reserved to the authors and NACRA. ? 2005 by Timm L. Kainen, Michael Connolly, and Sheila Simsarian Webber. Contact person: Sheila Simsarian Webber, College of Management, One University Avenue, Lowell, MA 01854,