They Just Don't Get It!

improvements. Over 10 weeks, facilities moved through aggressive target setting, structured brainstorming, risk assessment, and implementation planning—engaging literally every level of the organization. Bob Siepka stepped into "Operation Compete" at a critical moment—just as McKinsey was phasing out and responsibility for sustaining the process shifted in-house. He inherited a massive, high-visibility project with aggressive cost-reduction targets, deep skepticism from plant leadership, and fear on the shop floor about what the changes might mean for jobs. Bob built credibility by listening first—acknowledging concerns, clarifying the purpose, and emphasizing that the process would surface operator-led improvements, not just top-down cuts. Yes, it was a corporate mandate, but one that needed exceptional leadership. He handpicked and trained internal facilitation teams who understood both the methodology and the company's culture. These teams worked side-by-side with plant managers and operators to ensure everyone had a voice in shaping solutions. The bottom-up flow gave operators and front-line staff a

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