Nine US manufacturing plants of a consumer packaged goods company had high costs, excessive waste, labor-intensive processes and poor labor relations. Marketplace pressures accelerated the demand for cost reduction, increased productivity and improved union relations.

Assisted in developing and implementing a new "balanced score-card" approach to setting goals and objectives across all nine plants. Consulted to manufacturing management to transition plants to self-directed teams. Initiated and facilitated system-wide Human Resources forum to increase knowledge transfer.

• Achieved up to 15% reductions in variable overhead expenses, on a per-plant basis.
• Significantly reduced the number of union grievances and restrictive in-plant seniority systems.
• Achieved system-wide production targets for volume enhancement, productivity improvement and scrap reduction.