Case Study 2
Improving Performance Levels Across 10 Plants, 4000+ Employees
A national manufacturer of private-label food products with ten U.S. plants employing 4,000+ people needed to improve performance and develop a consistent process for creating accountability.
The objective was to open the lines of communication among senior managers, associates and plant employees, creating a process that would have a direct positive impact on employee morale, corporate culture and professional development.
Key Challenge
In running their plants efficiently and safely, and ensuring high quality products, the company's key challenge was low morale. This issue was the result of years of practicing an "autocratic" management approach, with deep silos and poor communication between departments-challenges that were directly affecting performance and thus, the company's profitability.
JDA Approach
JDA created a customized suite of training, consulting and coaching services in a large-scale, hands-on program involving over 70 managers and 250 supervisors across the various plants. Most important to meeting objectives was increasing the level and efficacy of communications between the tiers of management, the various departments and plant employees.
Teaming up with JDA has proven to be a grand slam in our organization. Our results have dramatically improved, our people have grown and we're leading the way.
In leveraging JDA's unique "Performance-Sustaining" process we created long-term change through:
- Removing blocks to better communication: In order to break down long-existing silos, we worked with the company on instilling practices that focused on better listening, building trust and respect-with a special emphasis on using new methods that foster two-way communication and timely feedback.
- Identifying key influencers: We coached and trained a wide range of professionals across the organization who were best suited to "champion" the efforts for the long term, including line managers, plant managers, HR managers and plant supervisors. Pinpointing these key individuals served to bolster their teams and optimize processes.
- Implementing practical strategies and tools: Along with the training programs and coaching support, we employed a comprehensive reinforcement program-held over fifteen meetings-to support skill development and ongoing change in management styles and interpersonal skills. The program also included a reinforcement playbook, a process for recognition of strong performance and ongoing 360-degree feedback. Instituting these processes provided managers with practical, actionable tools and skills leading to long-term change in performance and communication.