Time for a change!

Learn how one successful manufacturer uses in-house training to cut the time it takes to do things in all areas of the company. Learn basic principles that can be used by anyone to reduce time in their work, no matter what job they do.     

Eliminating the "I hate you" in the supplier-purchasing relationship

Throughout time there has always been a supplier of some service or goods, and there has always been a purchaser of that service or goods. The one thing that has remained constant throughout that time is that they have an agreement not to like each other. This article will approach the subject in the "today" sense using current practical approaches that are used in all industries and will not deal with the relationships of the future. To cover this complex arena, the article will deal with four areas: (1) where we are now, (2) supplier-based concentration, (3) single sourcing, and (4) transportation techniques.     

Building stable customer relationships that stand the test of time

This article shows how Baldor Electric Company is using training to build a foundation for improving service in all areas of the business. It covers the background that led to Baldor Electric's decision to develop service training in-house, the steps that Baldor took in putting the course together, and the actual principles taught in the Baldor service course. The Baldor service course teaches basic principles that can be used by all employees to improve customer service, no matter what job they do.     

Changing the way we change

More and more companies struggle with growing competition by introducing improvements into every aspect of performance. But the treadmill keeps moving faster, the companies keep working harder, and results improve slowly or not at all. The problem here is not the improvement programs. The problem is that the whole burden of change typically rests on so few people. Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company, leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress, and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck & Company, Royal Dutch Shell, and the United States Army. The organizations used these interventions to alter the way their people experienced their own power and identity, as well as the way they dealt with conflict and learning. As at Sears, Shell, and the U.S. Army, any major shift in those four elements will create a landmark shift in any organization's operating state or culture.