Industry Leading Construction Equipment Manufacturer Accelerates Lean Transformation With Top-Tier Lean Talent
Stuck in a firefighting mentality and rewarding “saving the day” over solving the problem, an industry-leading construction equipment manufacturer knew they had to do something differently. The company quickly realized they did not have the Lean expertise internally to continue their Lean transformation and truly change and sustain their culture. They also did not have the expertise to source and vet Lean expertise.
To build a high-performance culture, the company’s strategy and the talent responsible with executing on it needed to be better aligned. And with an Organization and Talent Readiness assessment, we knew that we could identify where there may be critical talent gaps and fill them with top-tier talent.
We began by assessing organizational structure, engagement levels, workforce competency & capabilities, and more. With knowledge of the company’s needs in-hand, we used our established industry connections and focused screening approach to source, qualify, and integrate the right people, with the right skills, in the right positions. And that started at the very top, with the placement of a VP of Lean to drive the culture across the entire organization. We then focused on leadership gaps at the strategic sites, filling 2 Regional Manager roles. Once regional leadership was in place, we focused on plant level leadership, placing 5 Plant Managers across the US with an. Once that experienced Lean leadership was in place, we focused on filling Continuous Improvement Leadership needs at the top 2 strategic sites.
We were able to execute searches for and deliver 10 individuals with exceptional Lean talent faster than industry average. This led to a 21% increase in revenue, and a 56% increase in earnings before interest, taxes, depreciation, and amortization, year-over-year.