They Just Don't Get It!

Next, we re-energized the shop floor data system, not as a reporting tool but as a problem-solving engine. By using data to pinpoint real issues that hindered production and frustrated people, we began attacking root causes. Workarounds, long accepted as "just the way things are," were no longer tolerated. Teams were engaged directly to identify and eliminate barriers. Throughout the journey, we made sure compensation reflected the market. Wages were raised multiple times, reinforcing that Spectrum valued its people and was willing to invest in them. Equally important was the unwavering support from senior executives. They didn't just sign off on plans; they leaned in, removed barriers, and backed our efforts even when results weren't yet visible. That visible support told everyone: this time, things would be different. The transformation didn't happen overnight, but the culture shifted. Employees who once felt trapped began to feel like they were part of something bigger. The plant's reputation improved both in the community and inside the company. What had been a place to avoid became a place where people wanted to contribute and grow. It ultimately became the flagship

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