Overhead support requirements decreased. All of the factory operations were selected to operate under the TBO design. Performance measures were established for quality, productivity, customer satisfaction and cleanliness. Teams are required to meet standards and show continuous improvement in each of these performance measurement areas. In 1998 all teams set goals which were approved by management in each of their areas of responsibility.
Productivity is measured by total employee compensation divided by revenue dollars.
In 1999, out of the ten production teams, one team met all four of their goals, seven of the teams met three of their goals and two of the teams met two of their goals. It was critical that early success be demonstrated in addressing General Motor's needs for a hard plastic bumper that met specifications, quality standards and stayed within the projected cost guidelines for the facility. The improvement strategies were employee empowerment through teams and total quality management incorporated in the elements of the TBO model. In less than six months the division was building product that exceeded GM's expectations. Quality and productivity were ahead of production, employee morale was high and no serious lost time injuries were incurred.