A repeat survey showed virtually no improvement in key communication metrics over two years, in spite of the communication department’s best efforts. We conducted focus groups to identify specific interventions that would make a difference, and found a great many opportunities on the operational side, such as communication during shift changes. Another key finding was that everyone’s expectations of supervisory communication were different and not very well defined. As a result of the study, the communication staff reorganized themselves to better support operational management, and plant managers became committed to making changes in communication that measurably helped their bottom lines.
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