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How to take your company to the next level
Manufacturing companies that survived the transition to a global economy understand the necessity and value of standardized procedures and continuous improvement. They successfully implemented productivity and quality tools and readily applied process discipline to eliminate waste and rework on the shop floor. Unfortunately, many of these otherwise sage executives do not apply the same level of process discipline to the way they manage and lead the business. This problem is even more pronounced outside of manufacturing--where rework is considered a normal part of the job.
Unwittingly, too many CEOs of mid-sized companies are trying to harness digital technology and world-class performance efficiencies on faulty assumptions--habits and attitudes that are (often below conscious) remnants of the industrial age. The most damaging performance inhibiting assumption is a commonly held belief that knowledge is always an asset and that experience automatically equates to competence.
The toughest challenge in shaping a culture capable of producing profits, adapting to changing conditions, and creating transferable wealth, is getting the CEO and his/her management team to let go of their knowledge-based, person-centered orientation and embrace a process autocracy...where leadership and management discipline are applied with a vigor equal to what has been accomplished on the shop floors around the world.
Client testimonials
“SSG has become an inspired, well managed company—employees at all levels are exercising personal leadership and generating corporate energy. The introduction of management discipline transformed us into a high-performance team. Employees are eliminating waste and rework and we enforce a O tolerance attitude towards marginal performance. Going in, I knew this culture-shift would be difficult. MLD made the change doable by giving us a sequenced plan. There are no bells and whistles, just a solid results-oriented system that our people follow.
Sean Carney CEO Specialized Services Group
"Art helped us take what was a fuzzy emotional concept and clarify leadership for real world application. The jury has rendered its verdict: Leadership as defined by Art McNeil is a competitive edge."
John Cleghorn, Chairman, RBC Bank.
"Art spent a day helping us clarify our core values. We also discovered that leadership was not a management position but an essential activity for everybody. Once that sank in, our management, sales, service and administrative teams were never the same. In three short months our existing processes came alive with newfound energy and we became the nations #1 dealer as measured by Ford's Customer Service Index. Nothing I have attended before or since delievered so much, of such value, so fast."
Tony Carson, Ford Dealer Principal.
Read on to discover how it's done
A synopsis of
The Baton Management System’s Implementation Plan
Step#1…read the overview to understand: (a) the need for inspiration, alignment, responsiveness, discipline, and accountability (b) how to shape a high performance culture, and (c) how to assess your capacity and readiness to proceed.
Creating Transferable Wealth: how to make your company more profitable, secure, and valuable
…is the first book in a series of three. It distills essential management and leadership disciplines gleaned from coaching senior teams through major culture changes. The BMS system includes only the fundamentals of leadership and management—there are no bells and whistles. It explains a step-wise implementation plan designed to encourage CEOs to deliver it by themselves—or to tightly manage facilitation resources.
Objectives:
- Survive and prosper in the “post industrial age”
- Break through to the next level—make the Creating Transferable Wealth Transition.
- Eliminate profit inhibiting attitudes and habits that are remnants of the industrial age.
- Implement a continuous improvement system that eliminates waste and rework.
- Delight customers while meeting the needs of your “Partner Chain”: (employees), (suppliers and strategic alliances), and (equity/debt holders).
- Integrate the inspiration of people with a disciplined process for minimizing marginal performance.
- Transform firefighters into process-savvy team players—capable of solving chronic problems.
- Align to support the customer’s total experience—rather than live with departmental turf wars.
- Generate corporate energy.
If you’d rather know than do—this book is not for you.
Step#2…Take action following the second book's stepwise leadership plan.
Leadership Discipline: the CEO’s implementation guide
….this guide establishes a solid foundation. It clarifies cultural vales, declares an ethics platform, brands the company inside/out, and inspires employees to join you in breaking through to the next level. It establishes behavioral boundaries, demands productivity, and fosters innovation. Managers master two key interpersonal skills: how to recognize a cultural-values contribution (inspire), and how to correct profit inhibiting performance (discipline).
Step#3…Take action following the second book's stepwise management plan.
Management Discipline: the CEO’s implementation guide
…this guide aligns employees behind the total experience of the customer. Managing strategic processes, rather than by departments, accommodates better strategic and operational planning, faster responses to competitive threats, the elimination waste and rework—by introducing a continuous improvement system. Management discipline will improve cash flow, establish meaningful measurements and consequences, encourage effective hiring (and firing), develop the management team’s capacity to forward think, and make employees profit conscious.
Step#4...Standardize using a customized portal.
E learning: for the induction of new employees
- What the company believes (cultural values) and its reason for being.
- How the Company is managed and led (strategic and task processes with continuous improvement).
- Your operating language (21 standardized words used in running the company)
- Why you align behind the client’s total experience rather than manage departments.
- Everybody’s role in helping to manage and lead the company.
You can take your company to the next level, one profitable step at a time.