Table 1 Team's characteristics and lean...

Table 1

Team's characteristics and lean practices from T1/T2 (year 1) to T4/T5 (year 3)

Team pseudonym	Truck		Commodity		Government		Insurance		Mail
Time	T1/T2	T4/T5	T1/T2	T4/T5	T1/T2	T4/T5	T1/T2	T4/T5	T1/T2	T4/T5
Team characteristics
Sector	Manufacturing		Manufacturing		Service		Service		Service
Team size, excluding team leader(s)	10	5	5	5	9	10	34	35	12	12
Male ratio	0.89	0.83	1.00	1.00	0.56	0.64	0.36	0.42	0.11	0.15
Full-time ratio	0.67	0.67	1.00	1.00	0.44	0.44	0.68	0.68	0.10	0.08
Mean age	48.70	36.67	43.33	45.33	47.33	48.70	45.41	45.42	50.36	53.77
Mean team tenure (in years)	3.00	3.40	1.40	3.50	4.60	8.10	4.30	6.50	5.80	11.30
Lean maturity (in years)	12.25	14.25	7.25	9.25	1.00	3.00	1.58	3.58	2.17	4.17
Lean practices
Aligned performance measures	D	D	D	D	W	W	D	D	D	D
Andon cord	√	√
Start-up meetings	D	D	B	W	D	W	D	D	D	D
Standardisation	√	√	√	√	√		√	√	√	√
Leader standard work		√							√	√
Standardised process audit	D	D	R	R					R
Reduced setup times		√		√
Kanban system	√	√	√	√
One-piece flow	√	√	√	√
Reduced lot sizes	√	√	√	√	√	√	√	√	√	√
Reduced buffer inventories	√	√	√	√	√	√	√	√
5S	D	D							R	O
Kaizen	R	W	R	R			R	O	R	R
Just in time	√	√
Spaghetti/Layout diagram	√	√		√
Visual display of quality data	D	D	D	D	W	W			D	D
Visual display of defect rate data	D	D
Visual display of productivity data	D	D	D	D	W	W	D	D	D	D

Team pseudonym	Truck		Commodity		Government		Insurance		Mail
Time	T1/T2	T4/T5	T1/T2	T4/T5	T1/T2	T4/T5	T1/T2	T4/T5	T1/T2	T4/T5
Team characteristics
Sector	Manufacturing		Manufacturing		Service		Service		Service
Team size, excluding team leader(s)	10	5	5	5	9	10	34	35	12	12
Male ratio	0.89	0.83	1.00	1.00	0.56	0.64	0.36	0.42	0.11	0.15
Full-time ratio	0.67	0.67	1.00	1.00	0.44	0.44	0.68	0.68	0.10	0.08
Mean age	48.70	36.67	43.33	45.33	47.33	48.70	45.41	45.42	50.36	53.77
Mean team tenure (in years)	3.00	3.40	1.40	3.50	4.60	8.10	4.30	6.50	5.80	11.30
Lean maturity (in years)	12.25	14.25	7.25	9.25	1.00	3.00	1.58	3.58	2.17	4.17
Lean practices
Aligned performance measures	D	D	D	D	W	W	D	D	D	D
Andon cord	√	√
Start-up meetings	D	D	B	W	D	W	D	D	D	D
Standardisation	√	√	√	√	√		√	√	√	√
Leader standard work		√							√	√
Standardised process audit	D	D	R	R					R
Reduced setup times		√		√
Kanban system	√	√	√	√
One-piece flow	√	√	√	√
Reduced lot sizes	√	√	√	√	√	√	√	√	√	√
Reduced buffer inventories	√	√	√	√	√	√	√	√
5S	D	D							R	O
Kaizen	R	W	R	R			R	O	R	R
Just in time	√	√
Spaghetti/Layout diagram	√	√		√
Visual display of quality data	D	D	D	D	W	W			D	D
Visual display of defect rate data	D	D
Visual display of productivity data	D	D	D	D	W	W	D	D	D	D

Note(s): The Ts correspond to Figure 2. The lean practices follow Fullerton et al. (2014). A check mark indicates whether a lean practice was in place. For each meeting-, audit- or event-type practice, we indicated how frequent these practices were applied: D = Daily; W = Weekly; B = Bi-weekly; R = Regularly; to O = Occasionally

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