This article reports the experience of introducing multiskilled work teams into a service facility-specifically, service and repair within a large automobile dealership. The work group design was perceived as an alternative to ease severe scheduling problems and space constraints. Results of the project showed high increases in output per unit of space, reduced customer complaints, and eased scheduling pressures. The work teams were disbanded within a year, however, because of conflicts with workers not in teams and problems in managing the work groups.
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