title: Accelerating the culture change!
abstract: Exide Electronics, a major supplier of uninterruptible power system equipment, embarked on a journey of changing a culture to improve quality, enhance customer responsiveness, and reduce costs. This case study examines the evolution of change over a period of seven years, with particular emphasis on the most recent years, 1992 through 1995. The article focuses on the Raleigh plant operations and describes how each succeeding year built on the successes and fixed the shortcomings of the prior years to accelerate the culture change, including corrective action and continuous improvement processes, organizational structures, expectations, goals, achievements, and pitfalls. The real challenge to changing the culture was structuring a dynamic approach to accelerate change! The presentation also examines how the evolutionary process itself can be created and accelerated through ongoing communication, regular feedback of progress and goals, constant evaluation and direction of the process, and measuring and paying for performance.
authors.affiliation: Exide Electronics, Raleigh, NC, USA.
authors.forename: S W
authors.initials: SW
authors.lastname: Klunk
authors.forename: J
authors.initials: J
authors.lastname: Panetta
authors.forename: J
authors.initials: J
authors.lastname: Wooten
mesh_terms: D003142:Communication; D005246:Feedback; D006801:Humans; D007221:Industry / Q000458:organization & administration* / Q000592:standards; D007857:Leadership; D008421:Materials Management, Hospital; D015279:Organizational Culture; D009936:Organizational Innovation; D009937:Organizational Objectives; D010067:Ownership; D017749:Total Quality Management; D014481:United States