Lean initiative described in (A) case, UV1079, reached the unstable stage. Despite the optimistic outlook of business, it was a worrying trend developing machines and systems division of Wausau Equipment Company (WECO) failed to sell some collection systems to customers who were previously considered reliable buyers. It also appeared that the contest was making important strides in what was traditionally "WECO country." The first wave of improvements made by the eight teams in terms of quality, productivity, and cycle time reduction is not having any impact in this area. Enthusiastic member of the team to participate again in the next cycle improvement was diminished, but some managers, supervisors and leaders voiced strong support for lean initiative. The pressure to cut costs grew, and lean initiative is being seen by some as unnecessary and even wasteful. If lean initiative was restarted, what can be done to make it effective and sustainable enterprise and what areas should be included? President WECO had to develop an agenda for the next board meeting, where he hoped to lead the discussion in the future lean initiatives in the company. "Hide
by Robert D. Landel, Gruia Sorin Source: Darden School of Business 2 pages. Publication Date: January 30, 2009. Prod. #: UV1092-PDF-ENG
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