 
Performance ImprovementFacilitated dialogue to share best practices Challenge:A new VP of Manufacturing took the helm facing a “tough political environment, product centers at odds with the manufacturing strategy, silo mentality and disparate goals across the plants”. He needed to bring plant leadership together to work in a new way: apply manufacturing expertise collectively, collaborate and share accountability for success against common performance improvement goals. Actions:
- Clearly articulated a new vision for the manufacturing organization that established clear expectations and a line-of-sight to actions required
- Conducted an assessment to understand barriers that would stand in the way of effective collaboration and achievement of bottom-line results
- Created a Manufacturing Council, composed of plant management and key manufacturing leadership charged with aligning the broader organization around the vision, articulating a collective strategy for achieving performance improvement goals, sharing best practices and innovating collaboration and dialogue
- Engaged the council in a facilitated dialogue to solidify mutual understanding of expectations and ensure alignment around behaviors necessary to achieve established goals
Result:
- 1Q cost improvements of $7-$10 million dollars across all manufacturing locations
- Increased speed and efficiency of decision making and performance improvement
- Identified $55 million in additional cost savings
- Plants pulled together to support each other in meeting 1Q volume goals
- Increased leadership and employee accountability for sharing information across plants to improve collective performance and meet customer demand
© 2005 Gagen MacDonald LLC
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