A culture that accepts, if not embraces, change must often be built. An existing change-averse culture may have arisen from a lack of trust, a fear of failure, or from having too few or ineffective leaders among the rank and file. An outside facilitator, unencumbered by plant history, can often speed the development of a culture more amenable to change.
Trust is built slowly, from a series of kept commitments and straight talk. We have seen instances of trust broken years ago by what most of us would consider a petty action, the response to which festers quietly for many years, and have repaired it through coaching and communication.
Metrics and personnel evaluations can have unintended adverse effects on an employee's desire to try something new. We can help you select metrics that will lead to desired behavior and results, and avoid those that suppress the desire for unified success of the organization.
Managers once thought that employees should follow instructions without question. Today managers want employees who are thinking about how to be more productive and produce high quality. We develop leaders within the employee ranks with those qualities; people who work with you to improve processes and who their peers trust, admire and follow.