Part of the problem could have been related to the size of the area. To resolve this, the area was divided into three mini-factories, and a separate steering committee was formed for each. Another concern was how to sustain groups once they had started. Two advisors from the policy group are now assigned to the steering committees to provide support and help keep them focused on company objectives. The co-management process continues to evolve.
Some results are tangible, e.g., fewer grievances and increased productivity.
And employees throughout the facilities better understand the issues and problems facing the company. This has helped MRC better serve its customers. Today, employees work directly with customers to make improvements. For example, Separator Channel employees participated with General Electric in two GE Action Workouts in early 1995. The objective was to reduce inventory, cut leadtimes, improve productivity, and provide greater flexibility.