Companies that have participated in the Compass Training Program Series:
- Amoco
- Ashland Chemical
- AT&T Capital
- Bankers Life
- Burson-Marstellar
- Champion International
- Clark Equipment Company
- Coach Leatherware
- Colgate
- Corning Glass
- Corporation for Public Broadcasting Denver
Museum of Nature and Science - DSM Dyneema
- Emery Mining Company
- Exxon Chemical
- First Trust Corporation
- Ford Motor Company
- Lincoln Trust Company
- Hallmark Cards
- Hewlett-Packard
- Honeywell
- Humana Hospitals
- IBM
- James River Corporation
- Kaman Industrial Technologies
- KeyTronic Corporation
- MediaOne
- Merck Pharmaceuticals
- Procter & Gamble
- Rockwell (Space Shuttle)
- Rocky Mountain Analytical Labs
- School Districts (several)
- US Forest Service
- US West
- Wagstaff Engineering
Testimonials:
This operation was non-competitive internally and externally in cost, quality, and delivery, and was on the verge of closing. Through redesign, they moved from a failing cost center to a viable profit center, realizing 100% improvements in quality and delivery, reducing costs from 15% above competition to 15% below the competition. They retrained an alienated workforce into multi-skilled work teams and reduced headcount by 15% with full support and involvement of employees and the local union. Today they compete head to head with any outside machine shop, earn high customer ratings and are looking for ways to get even better.
—Corning, Inc., Mold Machine Shop in Charleroi, PA
Our site modification team finished the contract ahead of schedule and $2M under budget and achieved outstanding customer quality ratings. They improved customer relations, implemented self-directed work teams and had employees training employees in team skills with the full and enthusiastic support of the UAW Union. Within one year, they were selected as the ‘Outstanding Team’ of the year in the entire Rockwell organization.”
—Rockwell International Corp. Space Shuttle site modification team
This manufacturing facility went through a cultural change process to become more flexible and save costs. Through a process that included strategic visioning, redesign and training they were able to make significant improvements in a number of key results areas. Leather utilization improved 48%, overhead spending decreased by 10%, and plant efficiency improved from 88% to 100%.
—Coach Leatherware, Carlstadt, NJ
