Bottom-up Performance Improvement at CGC

Magne Y. Orgland

Chapter 10 in Initiating, Managing and Sustaining Strategic Change, 1997, pp 220-233 from Palgrave Macmillan

Abstract: Abstract Bottom-up performance improvement has a long history at CGC. One of CGC’s early presidents expected CGC people to ‘come up with better ways to do things’. In a recent speech, Michaels noted that employee initiative has always been ‘at the root of Consumer Goods Corporation’s success’. With the exception of Delivering Superior Value, virtually all of Consumer Goods Corporation’s major organizational improvements, like for example total quality management, originated at the bottom of the organization. In 1983, a few engineers became exposed to the teachings of Deming. Through the application of statistical process control, the engineers were able to start up new production lines in one-half the normal time with a 50 per cent reduction in the level of defects. This feat caught the attention and admiration of senior management. From then on, total quality management spread to other business units.

Keywords: Team Member; Business Process; Middle Manager; Total Quality Management; Statistical Process Control (search for similar items in EconPapers)
Date: 1997
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-14470-9_10

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DOI: 10.1007/978-1-349-14470-9_10

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