The Just Don't Get It!

what we had, but to build entirely new capabilities that met a need in the market. We set clear targets for cycle times, productivity, and quality. The employees embraced the challenge. The company didn't shut the plant down—quite the opposite. Sales redirected efforts, the market responded, and the plant delivered. Volume grew, profitability soared, and many employees who had once been let go returned, proud to be part of the turnaround. And the cultural transformation was undeniable. The same workforce that had once asked if the plant would survive later earned VPP Star Certification— the highest OSHA recognition for safety and employee involvement. It was the first manufacturing plant in Virginia to do so—a powerful external validation that this wasn't just a financial turnaround, but a cultural one. The lesson: This was not just an operational turnaround—it was a complete business overhaul. ROI thinking scales from equipment fixes to fundamental business transformation. When you can demonstrate clear financial impact for bold changes, you give leadership the confidence to make

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