The present dissertation aims at identifying and understanding the process of conception and implementation of self-managing groups in production. Following the methodology of case study, the experiences of two companies are observed: AmBev and Michelin. The main intent is to understand each approach, describing the organizational context before the changes towards self-managing groups and also the key steps for implementing the new model. Then, the two cases are comparatively interpreted, leading to some conclusions about what should be the most important factors to be taken into account when implementing self-managing groups. It is worth noting that, in both companies, the conception of the respective models emerges from observations of a variety of concrete cases related to the experiences of other plants or companies. They were hardly influenced by theory. Although the two approaches share many similar steps, some significant differences can be highlighted. Finally, such similarities and differences are analyzed in order to grasp factors that can induce or constrain the development of self-managing groups.