The Challenge: To be recognized as the world’s best newsprint manufacturing facility.

The Solution: Improve motivation and communication to create a more engaged workforce.

The Results: Build a production team committed to meeting and exceeding customer expectations for product quality and service.

Bowater Canadian Forest Products, Inc,—Gatineau Operations—is one of North America’s largest producers of recycled fiber-containing newsprint. In operation since 1927, the organization exemplifies a love for the land and a respect for the environment. However, Bowater’s business landscape has not always been a pretty picture.

High production costs, low efficiency, poor safety records, a negative cash flow, and employees who seethed with pessimistic perceptions about the company left Bowater with two choices (either turn operations around or shut down.) Implementing a “continuous improvement” program, the company defined its vision and values based on customers’ and shareholders’ expectations. It also identified and addressed 160 reasons why Gatineau Operations was not performing. As a result, problem areas improved measurably.

Then the company hit a plateau. Managers were working better, but employees did not feel empowered. Communication, feedback, and performance management were still issues. It was then (under the direction of Patrice Cayouette who serves as the Gatineau Operation’s Vice President and Resident Manager) that Bowater turned to The Ken Blanchard Companies Gung Ho! program and drew inspiration from the concepts of the process.

Using the concepts of Gung Ho!, Bowater began the process of improving motivation and communication to create a more engaged workforce. The first step in the process was to ensure a focus on worthwhile work. At Bowater that translated into people recognizing that they make the world a better place, working toward a shared goal, and letting values guide all plans, decisions, and actions. In addition, it was imperative that employees felt in control of achieving goals. The Continuous Improvement team process was revamped and Situational Leadership II training was provided for all managers. Lastly, Bowater knew there needed to be a process for cheering each other on. Praise is given throughout the Gatineau facility at morning meetings, Gung Ho! meetings, in newsletters, and on electronic boards.

Results

As Cayouette says, “The results speak for themselves!” Bowater has prospered and realized more than $50 million in cost reductions, health and safety records have improved, and employee satisfaction has risen dramatically. In comparative studies prior to and following the Gung Ho! initiative, employees indicated (among other positive changes) 20% improvement in quality being a priority; 40% relative to clarity of work objectives and responsibilities; 20% respective to employees having authority to make decisions; 44% in management follow-up to employee suggestions; and 24% relative to interdepartmental relations. In addition, the company has been named a Dow Jones gold medal service and quality winner for several years in a row!