Proceedings of the 3rd European Conference on Intellectual Capital

Florinda Matos et al.
Integrated teamwork is <strong>the</strong> key to good performance. Integrated teamwork means sharing
consistently and cohesively ideas and information at all organizational levels: strategically and
operationally in all organizational functions (planning, product development, acquirement, commercial,
financing, etc.). Teams are heterogeneous. Teams work is process; since <strong>the</strong> reception <strong>of</strong> <strong>the</strong> product
to its delivery to <strong>the</strong> customer. The aim <strong>of</strong> <strong>the</strong> company is to ensure product delivery, with commercial
presentation, on time and according to customer needs. The maturity <strong>of</strong> <strong>the</strong> teams is regarded as a
decisive factor in competitiveness. In this area <strong>of</strong> activity, <strong>the</strong>re is a very strong component <strong>of</strong>
information flow, resulting from business planning. The planning activity is multiple and includes
production planning, cutting planning, cargo planning, and transportation planning, among o<strong>the</strong>rs.
Thus, <strong>the</strong> flow <strong>of</strong> information requires constant networking.
Both Internal networks and external networks gain great importance. These networks ensure that <strong>the</strong>
proceedings take place without fail.
These networks are all supported on computer media. New technologies are determining on
delivering customer service quality. New technologies provide information for decision making; allow
communication and enable processes accomplishment.
The flow <strong>of</strong> ideas among company´s people is a key element for <strong>the</strong> creation <strong>of</strong> a network <strong>of</strong>
knowledge. However, <strong>the</strong> respondent admits that <strong>the</strong> intensity <strong>of</strong> work <strong>of</strong>ten does not allow <strong>the</strong>
knowledge sharing. In order to facilitate and stimulate ideas, and knowledge among all employees,
<strong>the</strong> company has introduced <strong>the</strong> Kaisen philosophy (<strong>the</strong> Japanese model, or philosophy, for quality
management). The implementation <strong>of</strong> Kaisen programs allowed <strong>the</strong> use <strong>of</strong> models already tested
(analysis models, implementation models and models <strong>of</strong> effective control task).
The Kaisen model allows <strong>the</strong> emergence <strong>of</strong> new ideas. Simultaneously and to complement that, it
was introduced a suggestion box. Suggestions are discussed and answered. The suggestion system
also works as an internal complaints system.
The ideas developed maintain <strong>the</strong> identity <strong>of</strong> <strong>the</strong> author. This is a way to reward employees and
encourage creativity. Ideas allow a continuous improvement <strong>of</strong> <strong>the</strong> organization. The improvements
achieved are shared to all.
O<strong>the</strong>r interesting result is that <strong>the</strong> company turnover has been declining, standing now at
approximately 10%. One <strong>of</strong> <strong>the</strong> possible explanations for this figure is <strong>the</strong> employee rotation. The
effects <strong>of</strong> rotation have been minimized by increasing <strong>the</strong> processes' efficiency, which has created
less need for overtime work. The retaining talent policy is based on a set <strong>of</strong> procedures, such as team
management, analysis, evaluation, reward, promotion <strong>of</strong> people, to name a few.
Among workers, <strong>the</strong>re is a diversity <strong>of</strong> behaviors. It is common to find obsessive collaborators as well
as creative collaborators.
Due to <strong>the</strong> high level <strong>of</strong> responsibility <strong>of</strong> each <strong>of</strong> <strong>the</strong> functions, organizational commitment is evident in
<strong>the</strong> majority <strong>of</strong> employees.
The company invests in training continuously. Also, various tools to enhance individual
competitiveness are available. Training needs are identified according to <strong>the</strong> technical level <strong>of</strong> each
function, behavioral and social needs. For example, in <strong>the</strong> social area, <strong>the</strong> training covers domestic
violence or domestic economy. The training models allow team knowledge sharing.
Team work is constantly focused on <strong>the</strong> client. There is a constant attempt to bring <strong>the</strong> customer into
<strong>the</strong> company. The work is developed for <strong>the</strong> customer and but also for <strong>the</strong> supplier. The company's
management tries to create a model where everyone has to really take responsibility for customer and
supplier.The aim is to make <strong>the</strong> employee to achieve a high level <strong>of</strong> responsibility as well as allowing
feeling good.
In <strong>the</strong> company <strong>the</strong>re is an emerging leadership. These leaders are people who are identified as
natural leaders.
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