The system creates a culture that is highly flexible; able to quickly respond to the changing external environment. Through teamwork and cooperation, all departments and individuals are focused on contributing value-added work to internal and external customers.
The transition to a truly high performing organization begins with management and employees understanding what their customer values. Adding value to the customer becomes everyone's primary focus. Problem-solving and improvement efforts are channeled into value creation.
The result is a new dynamic where management and employees become partners in future-focused change management. The organization works in partnership with suppliers and customers to develop service and product excellence.
Employees are expected (and held accountable) to apply their new job skills to positively effect change in the workplace environment and work output. They take responsibility for their own job security; they're able to prove their economic worth to the organization.
Relentless improvement becomes a way of life. Organizations achieve measurable results in:
Internal work process productivity
Employee morale, productivity and satisfaction
|Product dimensions:||6.00(w) x 9.00(h) x 0.14(d)|
About the Author
Quin Childress is the principal of Childress Consulting, a management and human resource consulting firm.
Prior to consulting with private and public sector agencies, Quin served as engineering manager, manufacturing manager, and director of operations for a number of companies in the microelectronics manufacturing industry, including National Semiconductor and Olin Corporation. At Olin, he managed a diverse workforce of 800 employees representing more than 20 different ethnic cultures. As a consultant he has led turnaround and organizational development assignments in large and small businesses as well as federal, state, county and local governments.