Your management culture determines how work gets done within your organization. Execution at the front-lines— whether excellent or poor— is simply a byproduct of the management culture ingrained within an organization. By correcting common cultural ailments, businesses stand to realize substantial improvements in cost, quality, service, and capacity. The benefits of transforming management culture are increased management capacity and improved results.

Increased Management Capacity

• Front-line managers are responsible for worker’s success on an individual basis.
• Social contract through clear expectations by employee creates ownership of results allowing front-line managers to drive accountability.
• Two-way communication with employees leads to proactive problem solving.
• Front-line managers take ownership of responsibility traditionally owned by upper management.
• Upper Management has increased capacity to  focus on strategic initiatives.

Improved Results

• Individual productivity increases dramatically.
• Higher optimization of resources such as:
  • Labor
  • Equipment
  • Material
  • Process – Increased Transactional Disciplines
  • Quality and Service Levels

Our job — our passion — is to empower your organization to unlock its full potential. At DB&A, we focus our efforts and activities on strengthening your front-line management. By working alongside managers, we’re able to analyze your current situation and plan a custom solution for success that lasts long after we’ve gone. The results are guaranteed to maximize resources and strengthen your business.

Working with all levels of management, DB&A helps create ownership of results at the front-line manager level. By doing so, individual employees can be held accountable for results through proactive management behaviors. After working with our Consultants, the following occurs:

• Front-line supervisors manage people versus problems.
• Front-line supervisors “own” the metrics that drive accountability.
• All levels of management work to support the front-line manager in solving day-to-day problems.
• Leadership above the front-line manager level has clear Roles and Responsibilities.
• Leadership learns to drive problem-solving to front-line manager rather than allowing front-line manager to delegate problems up.
• Upper Management increased capacity to  focus on strategic initiatives.

Addressing the ingrained management culture is a critical first step in establishing dramatic improvements and lasting success.