The only Nestlé plant in North America producing its Nestea brand for the hemisphere was in an Illinois "rust belt" town known for its unbreakable union control of the industry in the area.  The plant could not survive under the constrictive union rules that overloaded the tasks with unnecessary and undertrained manpower.  Education of the workforce and increased responsibility was necessary; a change in the attitudes of workers and in union policy was essential,  yet unlikely. 

We developed a strategy for upgrading the plant based on educating the workforce in advance of the necessities for competing in the global market.  With this knowledge, the teams we formed came to good and predictable conclusions about the necessities for upgrading if the plant was to survive and become profitable in the new climate.  The resulting goodwill and understanding of the workforce became the basis for a new and startling union contract that gave the necessary latitude to develop a nimble and capable workforce.  The corporation did its part by investing in the plant and its people.  Both workers and the company enjoyed the profitability that ensued.

Contact Donald Frazier for more information about this engagement.