“The definition of Insanity is doing the same thing over and over again in the same manner and expecting different results” HIGH PERFORMANCE TRAINING Most leaders, owners or managers have not yet tapped the full potential of their workforce, and yet they won’t do so by simply doing more or even better of what they’ve done in the past. Consider these facts: • A Corning mold machine shop realized 100% improvements in quality and delivery while reducing costs from 15% above to 15% below the competition. • Rocky Mountain Labs reduced turnaround time from 28 to 14 days, reduced internal handoffs by 500%, thereby improving productivity by 50% and profits by 25%. • Tektronix Portables Division reduced inventory from $40 million to $15 million and reduced cycle time from 12 weeks to 4 weeks. • A Sherwin Williams auto paint plant boasts of 30% higher productivity, 45% lower costs and 25% fewer employees for equivalent volume over a sister plant. • Coach Leatherware improved plant efficiency from 88 to 100%, improved leather utilization by 48% and decreased overhead spending by 10%. These are just a few of literally hundreds of businesses that are achieving outstanding results in this country. They are doing so by changing the way work is organized and empowering the people who do that work. This is known as high performance work systems! High Performance Organization Traditional Organization Customer focused Internally focused Decentralized structure with autonomous, self-regulating work units Centralized and bureaucratic structure Planning and coordination done by work teams Planning and coordination done by management Jobs are broadly defined and employees possess multiple skills Specialization and narrowly defined jobs There may be many ways to achieve same level of performance Standardization of performance. There is one single best way to do a job Minimum of rules. values and common sense govern behavior Uniform and strictly enforced policies. Do things by the book. Department boundaries determined by task inter-relationship (product or process focused) Department boundaries determined by similarities of funtions ( e.g. Engineering, Manufacturing, etc.) Training focuses on total employee development ( e.g. business understanding, teamwork, etc.) Training focuses on technical skills Rewards based on contribution to effectiveness of team Rewards based on individual performance Employees viewed as partners Employees viewed as tools of management Quality of life of employee is imperative to company Alienated and unhappy employees accepted as given of industrial life Research and experience indicate that companies organized by principles of high performance consistently outperform their more traditional counterparts. How to make it happen We have training programs to assist businesses in making the transition to high performance. Through these programs, an organization can dramatically improve their productivity, profits, customer service and employee morale. All types of organizations – manufacturing and service, large and small, whole companies or sub-units – can use these programs to become high performing. Contact us today and we will you show the way.