The case of the machinists' mutiny.
"You can't be serious!" Mike Trail, the president and fourth-generation owner of Trail Manufacturing, stared at five older men standing in his office. "I'm afraid we are, Mike." Sandy, the most senior of the five, was polite but firm. "We won't switch over to the new equipment." Trail Manufacturing was a small Midwestern company trying to define itself in a new world of competition. Working with engineering chief Marco Duncan, Mike Trail, its young CEO, developed a program to revolutionize the company's manufacturing capability by installing six computerized machining centers. The $4 million automation program was proceeding smoothly, or at least it seemed to be, until the sixth of eight production teams, whose members included the company's most respected machinist, refused to continue participating. Mike canvased his colleagues for suggestions. "We can't let any screw machines remain in operation," Marco insisted. "The problem wasn't just old machines. The problem was--and is--the whole company. We need a clean break with the past." Shop manager Darrell Montgomery didn't necessarily disagree, but he worried about alienating Sandy. "You know what Sandy means to this place," he said. "If it wasn't for him, we never would have survived the startup." Bob Block, the company's CFO, went a step further. He questioned Marco's all-or-nothing vision and counseled compromise. "With half the new cells up, the screw machines are running a lot fewer jobs," he noted. "But they still account for over half our sales and even more of our profits. Maybe these guys are right." Four experts on change examine the crisis at Trail Manufacturing and debate Mike Trail's next step.
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Harvard Business School.
D000288:Administrative Personnel; D001290:Attitude; D007221:Industry / Q000458:organization & administration*; D007857:Leadership; D009936:Organizational Innovation; D010559:Personnel Management / Q000379:methods*; D010565:Persuasive Communication; D014481:United States