ASQ - Team and Workplace Excellence Forum

December 1999

Articles

Back To The Future In 2000

Purpose, Planning And Preparing

Get In Touch With Your Emotions

No Gimmicks. No Frills. Just The Facts

Ritz-Carlton Again



Columns

What A Difference A Day Makes
by Peter Block


Features

Brief Cases

Diary of a Shutdown

Views for a Change

Pageturners

 
Views for a Change
Consultant Q & A

I am the maintenance coordinator in a CAW automotive assembly plant that supplies most of the major automobile makers. In the late 80s our workforce was reduced from a thousand to about 300. These 300 are still here and for the past 10 years morale has not been the best. All of the typical problems exist: lack of ownership, finger pointing, poor priority setting, lack of mutual respect, etc. This is an excellent place to work, with good people and plenty of opportunities, we just have a few bad habits.

How can I pull my team above the history and skepticism, take advantage of the opportunities and become a leading department? I think that if just one department could lead the way, the transformation would spread like wildfire. The upper-management support is present, it's just not happening. I've been improving communications and receiving positive feedback. We are not ready for a transformation to self-directed teams yet—but it is definitely a goal.

It seems like I get caught up in the day-to-day symptoms of dysfunction and just cannot mount an attack on the root cause—poor communication. How do I shake things up and get us committed and motivated to progress?

John Paul Gladstone, P.Eng.
Siemens AT PT EC
Chatham, Ontario, Canada

H. James Harrington responds
John Runyan responds

December '99 News for a Change | E-mail Editor
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