Supervisors performed inconsistently and their reactive management style was driving significant amounts of lost time, excessive scrap, and slowdown in production; resulting in a poor customer experience.
A global leader in the formulation of high performance rubber and plastic parts for the medical, pharmaceutical, water, power, and transportation industries had a management culture that lacked ownership of problems. The company employs more than 1,000 workers across five manufacturing plants around the world. Our initial engagement was with a plant in Mexico with 250 employees.
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