Tasman Pulp and Paper : from a hierarchy to a team

Abstract

In 1992,Tasman Pulp and Paper's new CEO Brice Landman knew a lot of changes had to be made at the Kawerau Mill to overcome low productivity, high costs and industrial disputes. He employed new top managers, changed the mill team into many small function-based groups and negotiated separated contracts to move to team-based system over four years. Extensive training programmes were established for staff members. Includes questions for discussion