ASQ - Team and Workplace Excellence Forum


December 1997

Articles

Whole Foods Includes Whole Self
Capitalizing on Human Resources Encourages Growth at Whole Foods Market

Making Waves With Employee Recognition
Rewards and Recognition Practices at Sea World

Honeywell's High Flying Division Shows Company The Way To Participation
Union-Management Relations Help Airplane Part Manufacturer Excel



Columns

Freedom's Just Another Word
by Peter Block

Highs and Lows Of Participation
by Cathy Kramer


Features

Brief Cases
Business News Briefs

Views for a Change

Pageturners
Book Review

 

Views For A Change

Question & Background:

Dura-Tech, Inc. is a screen printer of custom overlsys and graphic panels located in LaCrosse, Wisconsin. The company started in 1977 with six employees and now employs nearly 220 non-union full-time team members in its own modern 26,000 square-foot facility.
Our emphasis on tema building and continuos improvement, which began in the late 80s remains an integral part of our current Worlc Class Quality Leadership Plan, a three to five year strategic business plan to double our 1996 sales by the year 2000. This aggressive growth is requirering a current expansion of our exisating plant to 65,000 square feet.

My question is, in an era of continuos improvement, reenginerring, change and downsizing what are the keys to building a buringing level of job commitmemt within our organizations from all of our employees?

Peter J. Bentz, President,
Dura-Tec, Inc., LaCrosse, Wisconsin

 

John Runyan Responds
H. James Harrington Responds


December '97 News for a Change | Email Editor
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