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Enabling Culture Change
With the help of: New York Manufacturing Extension Partnership (NY MEP)
About
The Challenge
David Flatt realized that culture change would need to become a collective part of the vision of ownership and management. Breaking down old, unprofitable methodologies and getting buy-in and traction from staff would take time. Flatt realized that culture change needed to become embedded in the organizational fabric.
ITAC has been a great resource for us. The collective expertise, and their understanding of small manufacturing businesses is broad and deep. ITAC has helped us cross some difficult organizational bridges and helped us move another step forward. The result has been greater profitability, and a leaner organization. We still have much work to do, and we’re planning to go forward with ITAC.
MEP's Role
David Flatt and ITAC set out on a number of initiatives, such as: creating job descriptions to clearly define the responsibilities and duties of key staff, implementing a forecasting and budgeting system of financial controls to help inform ownership’s decision-making process; and establishing codified processes and procedures so that every employee understood how the company’s design and manufacturing processes worked, and the role each played in making the organization profitable.
As a result of these initiatives, the company has improved its exhibit design process and set-up time, reduced the labor to manufacture an exhibit, developed better relations with key accounts and enabled them to reach out to other markets where their skill sets can be utilized. Cash flow, as well as employee morale, has also improved.