HOW TO DEVELOP TEAM MANAGEMENT SYSTEMS ?

Four Types of Team Building
Once you have established the basic foundation of shared commitment, the approach you then take to team building depends on the size of the team and the types of issues that may be inhibiting good teamwork.

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Individuals
In a project environment, where team composition is continually changing, the emphasis must be on selecting people who are self-starters and developing the skills in individuals to become effective team members very quickly. The 'scale' involved is 1 person, and the team building consultant or trainer is endeavouring to change the skills and abilities of the individual at operating within a team (or within multiple teams).
Small Teams
In teams where membership is static - typically in management teams - the motivational challenge is to align the drive of the disparate individuals around the same goals. There can be many inhibitors to performance - eg: personality, dynamics, processes etc., and how the individuals within the team relate to each other can have a big bearing on team performance. So, if a member leaves, or another joins, the dynamics of the team can be changed greatly and the task of team building has to start again. Here, the scale is small - say, 2 to about 12 - and the main priorities are to build the foundation of collective ownership of team objectives, and then overcome inhibitors through team bonding, facilitation, processes, etc..
Team Islands
A larger scale operates between teams. Where the teams do not relate well, they are called 'team islands'. The motivational challenge is to overcome the problem of "in/out groups" so that people have positive attitudes towards those in other teams. There are often many barriers between teams that inhibit team performance, but not all of them can be removed. The main task, therefore, is the bridging, or relationship, between the teams.
Large Teams
The largest scale is organisational culture change. With the exception of the senior management team, any changes to personnel have limited impact on the corporate culture. The key aim of company-wide team building is to change the behaviours and attitudes prevalent in the organisation, which are almost independent of who actually works there - new recruits who are 'different' often start behaving in accord with the existing culture.
In your factory setting you should already have teams of different sizes. To make them performing efficiently and coherently you will use the above team structure to review their competence and fine tune accordingly.
Team building is not an one-off project but a continuous long living process. Good luck.