Over the last few decades, total quality management has gained recognition in many organizations. Guidance in implementing TQM and avoiding pitfalls is available in several papers. Consequently, over the years, many different tools and methodologies have been developed to support TQM implementation. Those would--if adapted correctly--help organizations improve their productivity and thereby their profit. Many, if not all, of the tools and methodologies should be practised when working in teams. Therefore, it is very important that we know how working groups become effective teams. This paper discusses team building and team development from a social science perspective and the paper also presents a case study from a Swedish medium-sized company. When implementing TPM (Total Productive Maintenance) the company had to form working groups into improvement teams. The author was involved in forming the teams and observed the building and development of the teams for two years. The paper ends with a conclusion.