Need:

VP Buildings, Inc., of Memphis, Tennessee, is the second largest manufacturer of steel system metal buildings in the United States. VP had a comprehensive strategic plan for training and development, and had determined three primary training needs: team building, leadership effectiveness, and accountability. The organization did not, however, have the capabilities and expertise to design and execute a training initiative that would give teams the process and skills they needed to work more effectively and efficiently to serve clients.

Solution:

VP partnered with DDI to create a comprehensive workforce development program that would facilitate process improvement by fostering teamwork, making team leaders more effective, and promoting accountability for action. This program incorporated courses from Techniques for a High-Performance Workforce^®, including Partnerships for Improvement^® and Taking Action^® to Solve Problems. The two courses are delivered during three concurrent half-day sessions, which include identifying specific on-the-job issues to resolve and setting goals. To ensure accountability for meeting the goals, the Taking Action^® process is linked to a VP program that pays an incentive to those who submit, receive approval for, and complete actions that produce measurable cost savings for the organization.

Results:

VP estimates that the improvements identified and implemented through the Taking Action^® process have yielded savings in excess of $3 million. Further, the organization's Six Sigma and ISO processes have been strengthened through the application of Taking Action^®, while process improvement and problem solving are becoming ingrained in VP's organizational culture.