This page contains a Flash digital edition of a book.
All employees must have the power to make constructive suggestions and to engage in improvement activities for quality, safety and the environment.


is scrap. They need the power to say no to harassment, prejudice, immoral or unethical behavior, and any kind of policy violation. Employees that


live and work under supervision that does not recognize these powers will fi ght and rebel or fl ee. The power to say yes. All employees


ought to have the power to participate in volunteerism and community service, even if this requires some accommoda- tion on the part of the company. All employees ought to be able to partici- pate in continuing education and have some opportunity for career growth. Employees that deal directly with the customer ought to have powers suffi - cient to care for the customer on the spot. Employees ought to have the power to apply for and be considered for open- ings in the organization for which they are qualifi ed. The power to offer constructive criti-


cism. All employees must be respected to the point that they have the power to speak and be heard. This means leaders must offer open doors and opportunities for interaction. This in- cludes melt deck employees having the power to talk to company presidents. All employees must have the power to make constructive suggestions and to engage in improvement activities for quality, safety and the environment. The power to try and fail. Employees


are uniformly fallible, even those that wear ties, work in air conditioned offi ces and don’t have sand in their shoes. Most learning comes “the hard way,” and that kind of learning sticks. Tossing people out for making mistakes merely guarantees the mistake will be made again. The penalty for not grant- ing this power is an ultra-conservative, risk-averse culture where nothing is ventured and nothing is gained. The power to access information. Employees want to know what is go- ing on at their company. If they can’t fi nd out legitimately, they’ll fi nd out illegitimately or simply make things up. In addition to signifi cant company news (e.g. mergers and acquisitions or personnel changes), all employees need access to information that helps them determine whether they are doing a good job. Process metrics of all kinds are critical to giving people the tools they require to know if they need to change something or stay the course. We all know people on the fl oor need work instructions and standards. But the laboratory worker needs to know what a bad melt costs. The estimator needs to know that you’re planning on re-laying out the molding line in the third quarter.


Leading to Power At the company where I work, we


44


put our core values on a large blue plate MODERN CASTING / November 2010


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148  |  Page 149  |  Page 150  |  Page 151  |  Page 152  |  Page 153  |  Page 154  |  Page 155  |  Page 156  |  Page 157  |  Page 158  |  Page 159  |  Page 160  |  Page 161  |  Page 162  |  Page 163  |  Page 164  |  Page 165  |  Page 166  |  Page 167  |  Page 168  |  Page 169  |  Page 170  |  Page 171  |  Page 172  |  Page 173  |  Page 174  |  Page 175  |  Page 176  |  Page 177  |  Page 178  |  Page 179  |  Page 180  |  Page 181  |  Page 182  |  Page 183  |  Page 184  |  Page 185  |  Page 186  |  Page 187  |  Page 188  |  Page 189  |  Page 190  |  Page 191  |  Page 192  |  Page 193  |  Page 194  |  Page 195  |  Page 196