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Transcripción del resumen original del autor: Transportadora de Gas del Sur S.A. (TGS S.A.) is the top natural gas private company in Argentina, and is responsible for the transmission of more than 60% of the gas consumption in the country. The goal of this paper is to show the reasons and the manner in which TGS decided, at a time of success, to incorporate a new working philosophy for its Operations Management: the self-directed work teams (Equipos de Gestión Autodirigidos, EGA). These teams have changed the culture, the procedures, and the management of labor relationships. The implementation of this tool entailed a variety of interacting positive and negative factors, and involved the search for strategies that would enable the company to overcome certain difficulties. To date, not all the initiatives have been successful, but those negative experiences have strengthened the tool and improved the concept of teamwork. Its implementation stages will allow us to monitor the goals we want to achieve, our beliefs, the established challenges, and the successful or mistaken actions. This work is aimed at describing the process history, commenting on the tasks that preceded the implementation of the program, and listing the key factors of the teambuilding process. We will also mention the tools that were not successful and which had to be modified. Additionally, we will describe the benefits for the company and for the team members. We will define the system’s two key tools, that is, cross-training and process improvement, and through their application we will demonstrate the accomplishments of the team members. This paper will also explain the reasons behind TGS’s support for the team working system and the next implementation steps in the continuous improvement process.