The skimpy initiative detailed in the (A) case, UV1079, had reached a dangerous point. Despite an upbeat company outlook, there was a disturbing trend developing: the Machine and Systems division of Wausau Equipment Company (WECO) had failed to sell several picking systems to customers formerly believed to be reputable buyers. In addition, it seemed the competitors was making significant inroads in what was traditionally "WECO country." The first wave of improvements made by the eight teams regarding productivity, quality, and cycle time reduction was not yet having any impact in the field.
Team member excitement to reengage in the next improvement cycles had waned, yet some managers, supervisors and team leaders voiced strong support for the initiative that was lean. Pressure to cut costs was growing, and the lean initiative was increasingly viewed by some as unnecessary and wasteful. The president of the WECO had to extend an agenda for the coming staff meeting, where he expected to guide conversation toward the future of the lean initiative at his business.
Wausau Equipment Company A Lean Journey (B) Case Study Solution
PUBLICATION DATE: January 30, 2009 PRODUCT #: UV1092-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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