Achieving Class A Business Excellence: An Executive's Perspective

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CLASS A LEADERSHIP

The training they had been doing just for the sake of training was providing no return on investment and no competitive advantage.

 

Treat all your people as if they were volunteers; that’ll improve your behaviors and build win-win relationships.

To enable responsiveness, it becomes necessary to move the responsibility for loading orders into the constrained manufacturing environment from the supply organization to the demand organization.

 

 

 

 

 

While Amalgamated’s Cosmetics Products Division (CPD) had been busy improving its processes, the other divisions had not been idle. When Cosmetics Products received its first two Class A Milestone awards accompanied by improved customer service results, eyebrows were raised at the Board. Some Board members asked if what CPD was doing could be replicated in other divisions. Those who were also on Boards of other companies asked the same question of those companies. Initially, Susan viewed the achievements simply as Cosmetics Products finally getting its act together. Even Greg used that description of his first initiative, but had later expressed confidence that they were committed to making even greater progress. Roger Winchester, President Home Products, who had encouraged Greg to attend Effective Management’s seminar, considered beginning a similar journey, but his Home Products business results at the time were exceeding all commitments. There was little enthusiasm among Rogers’s leadership team to undertake what ...