The world’s largest manufacturer of glass containers contacted Axialent for help transforming their current culture. Despite millions of dollars invested in technical improvements, the manufacturer’s largest plant continued to have the lowest production rates across the company in the last 10 years. Employee engagement was extremely low, bickering and blaming was the norm, and union politics stalled the business.
Starting with a culture diagnostic, more than 75 employees from the underperforming plant and 80 employees from two other plants were interviewed. The findings identified the existing behaviors, symbols and systems that were hindering the performance of the plant.
Based on the findings, an in-depth customized development process was designed for each stakeholder group over a period of 12 months:
- Leadership assessment and executive coaching for the plant manager to support his efforts in turning the plant around.
- Leadership team development (union and salaried): seven days of conscious business skill building plus individual coaching sessions.
- Line management: six days of conscious business skill building plus group coaching.
- Plant workforce workshops: half-day seminars for 300 employees focused on increasing a sense of personal responsibility.
- Selective skills building workshops to improve operational effectiveness.
- On-site business facilitation to improve the labor management partnership meetings.
One year later, the number of grievances from union workers against management that required resolution beyond the plant leadership went to 0 percent. Climate surveys every month showed steady improvement across the plant. A 360° review showed 1,100 percentage basic points improvement in leadership attributes for the plant’s leadership team, with highest scores in response-ability, truthful communication, conflict resolution, cross-collaboration, clear commitments and inspiring others with their vision.