Benchmark best in class manufacturing cultures and find adopt the applicable practices. Empowering associates is what's touted but not actually practiced. Implement the advice of experts with proven track records to achieve significant changes in similar environments (ie Milliken).

Required to do multiple jobs without fair compensation. Poor performance rating process. Hours put in over results achieved is what's rewarded. Loyalty over efforts is preferred. College degrees required for jobs but many department heads don't meet this requirement.

We work as a team, to make the best of a poor culture, an aggressive leadership hierarchy, and practices to put people at financial and physical risk. There are leaders that really want to do the right thing - people truly dedicated to winning.

Corporate leadership is weak and divisive. Human Resources is reluctant to address workforce bullying by Senior Leaders in the manufacturing facilities. Safety is given lip service. Communication is inconsistent company wide. Transparency is not requested nor embraced with too many leaders.

Humble themselves, listen to the voice of the experts, those that have the expertise to turn around poor performing plants like Danville. Vice President of Americas Operations uses threats and intimidation as motivators while HR leaders look the other way. Develop more leaders instead of managers.