Succession planning drives plant turnaround

Article Abstract:

Scott Paper Co was able improve the performance of its managers which, in turn, helped raise the firm's plant manufacturing capacity by using a succession planning system. Development of the system, undertaken with the help of consultants WMS and Company Inc, required the clarification of job descriptions and role competencies for all jobs, the creation of an individual assessments process, and the provision of feedback to Scott Paper management. Gains from the system are considerable. Not only did it revitalize management, it also increased plant manufacturing capacity by 35%, reduced product defects to a fraction of 1%, increased the delivery time of products, and allowed the closure of three plants.

Sanitary paper products, Paper mills, Paper coated and laminated, not elsewhere classified, Evaluation, Human resource management, Paper industry, Succession planning (Business), Scott Paper Co.

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An Omission in the Planning Process

Article Abstract:

Managers and supervisors involved in organizational planning neglect to include input from their employees. Employee participation in planning is an overlooked resource. Planning objectives are rarely disclosed to employees, who could provide a fresh viewpoint. Inclusion of employees in planning provides employee support and new approaches to problem solving. Employees have knowledge and skills to contribute to the planning process.

Management, Participatory management

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Building greatness is a cumulative process

Article Abstract:

A cumulative momentum of building greatness is essential if companies have to move from being good to being great. Good companies transformed to great companies due to what it is passionate about, what the company could be the best in the world at, and what sparked the company's economic engine.

Analysis, Economic aspects, Best practices

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