The Mexican site of a U.S. based manufacturing company always struggled to make a profit. It was plagued with high employee turnover which made it difficult to sustain repeatable systems and processes.
The latest General Manager made progress with operational improvements. But there were still weak players on the staff, and lack of cohesion on the team.
To make the problem worse, his sudden resignation for a better opportunity made it feel like we would need to start over again.
- After careful consideration, instead of going outside the company for talent, the less experienced Operations Manager was promoted. He was well-liked within the team, and a good cultural champion for the company - a people person who was skilled in manufacturing operations.
- Implemented a regular talent review in the plant, where each manager would present an assessment of their team (strengths, weaknesses, identification of high potentials and successors, development plans for their team). The new plant manager also regularly provided assessment of the staff.
- One senior manager was managed out of the company and a former, highly regarded employee was brought back as a replacement.
- One senior manager who was not performing well was "coached up" through regular meetings and an improvement plan.
- The highest potential staff member was promoted, and a lower performing staff member was given a smaller, more focused role and "coached up".
* The staff members that were "coached up" have significantly improved their performance.
* The staff member brought back has excelled in his role and is a leader in the plant, designated as a potential successor to the plant manager.
* The highest potential staff member has thrived in her role and is now also a potential successor to the plant manager.
* The plant is now acting as a cohesive team. They are delivering on their strategic initiatives and action plans, and have achieved regular, predictable profitable results not seen since originally establishing the site in Mexico.