Table 6 Team's performance differences:...

Table 6

Team's performance differences: T1/T2 (year 1) to T4/T5 (year 3)

Performance indicators per team	T1/T2 (year 1)		T3 (year 2)		T4/T5 (year 3)
Performance indicators per team	M	SD	M	SD	M	SD	λ/t	Δ
Truck
Weekly # line stops	16.18	12.13	14.95	10.49	9.79	11.88	0.84^*	+
Defect rate (defects/trucks produced)^a	2.12	2.10	0.59	0.59	0.75	0.67	0.28^**	+
Sickness absence rate	17.32	0.00	19.69	0.00	3.82	0.00	NA	+
Perceived team performance	5.00	0.94	–	–	5.17	1.18	−0.21	≈
Commodity
Productivity rate^a	23.07	3.14	27.29	4.23	31.75	2.23	0.09^**	+
Delivery reliability rate^a	89.75	8.77	91.48	6.36	91.49	8.10	0.96	+
Service reliability rate^a	92.97	6.99	93.21	7.00	96.28	3.95	0.78^**	+
Sickness absence rate^a	4.83	1.69	5.85	1.57	7.01	3.69	0.75^**	−
Perceived team performance	5.88	0.76	–	–	5.53	1.15	0.58	≈
Government
Productivity rate^a (as a function of the norm)	157.00	409.82	201.42	186.98	131.13	27.19	0.87^*	−
Weekly backlog	863.77	514.64	859.85	434.47	387.92	121.76	0.30^**	+
Case lead time (# days)	26.73	17.14	40.33	19.91	22.80	11.28	0.60^**	+
Quality rate^a	96.66	4.55	97.65	4.17	98.23	3.22	0.87^*	+
Perceived team performance	4.31	0.81	–	–	3.79	0.79	1.31	−
Insurance
Productivity per hour	494.30	174.32	708.88	176.31	617.06	127.01	0.41^**	+
Customer loyalty^b	−13.00	0.00	−16.00	0.00	−16.00	0.00	NA	≈
Perceived team performance	5.58	0.55	–	–	5.00	0.68	3.12^**	−
Mail
Productivity per hour	1,208.05	190.41	1,253.52	227.37	884.26	324.87	0.51^**	−
Planned productivity per hour	1,139.36	216.51	1,307.87	496.01	958.66	440.91	0.72^**	−
Efficiency rate^a (productivity/planned)	1.09	0.23	1.02	0.25	0.99	0.26	0.91^†	−
Sickness absence rate^a	11.11	9.79	3.38	5.07	9.90	2.63	0.41^**	+
Perceived team performance	5.73	0.39	–	–	4.83	0.92	2.70^*	−

Performance indicators per team	T1/T2 (year 1)		T3 (year 2)		T4/T5 (year 3)
Performance indicators per team	M	SD	M	SD	M	SD	λ/t	Δ
Truck
Weekly # line stops	16.18	12.13	14.95	10.49	9.79	11.88	0.84^*	+
Defect rate (defects/trucks produced)^a	2.12	2.10	0.59	0.59	0.75	0.67	0.28^**	+
Sickness absence rate	17.32	0.00	19.69	0.00	3.82	0.00	NA	+
Perceived team performance	5.00	0.94	–	–	5.17	1.18	−0.21	≈
Commodity
Productivity rate^a	23.07	3.14	27.29	4.23	31.75	2.23	0.09^**	+
Delivery reliability rate^a	89.75	8.77	91.48	6.36	91.49	8.10	0.96	+
Service reliability rate^a	92.97	6.99	93.21	7.00	96.28	3.95	0.78^**	+
Sickness absence rate^a	4.83	1.69	5.85	1.57	7.01	3.69	0.75^**	−
Perceived team performance	5.88	0.76	–	–	5.53	1.15	0.58	≈
Government
Productivity rate^a (as a function of the norm)	157.00	409.82	201.42	186.98	131.13	27.19	0.87^*	−
Weekly backlog	863.77	514.64	859.85	434.47	387.92	121.76	0.30^**	+
Case lead time (# days)	26.73	17.14	40.33	19.91	22.80	11.28	0.60^**	+
Quality rate^a	96.66	4.55	97.65	4.17	98.23	3.22	0.87^*	+
Perceived team performance	4.31	0.81	–	–	3.79	0.79	1.31	−
Insurance
Productivity per hour	494.30	174.32	708.88	176.31	617.06	127.01	0.41^**	+
Customer loyalty^b	−13.00	0.00	−16.00	0.00	−16.00	0.00	NA	≈
Perceived team performance	5.58	0.55	–	–	5.00	0.68	3.12^**	−
Mail
Productivity per hour	1,208.05	190.41	1,253.52	227.37	884.26	324.87	0.51^**	−
Planned productivity per hour	1,139.36	216.51	1,307.87	496.01	958.66	440.91	0.72^**	−
Efficiency rate^a (productivity/planned)	1.09	0.23	1.02	0.25	0.99	0.26	0.91^†	−
Sickness absence rate^a	11.11	9.79	3.38	5.07	9.90	2.63	0.41^**	+
Perceived team performance	5.73	0.39	–	–	4.83	0.92	2.70^*	−

Note(s): M = Mean; SD = standard deviation. The Ts correspond to Figure 2. For each objective performance indicator a one-way repeated measures analysis of variance was conducted: the Wilks' lambda coefficients are reported here. For the perceived team performance variable a t-test was performed, based on the surveys at T2 (n = 55) and T4 (n = 45). The coefficients are in the second column from the right: †p < 0.10; *p < 0.05; **p < 0.01 (two-tailed). The last column reports our interpretation of the level of improvement (Δ) of each performance indicator: + = improved; ≈ = neutral; − = decreased

^aAll these rates are in percentages

^bWe used a firm-level measure on a scale from +100 (only loyal customers) to −100 (only disloyal customers)

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