• Problem

    Problem

    At a large manufacturing plant, a series of process improvements had been introduced over the years, but frontline adoption remained low. Workers felt excluded from the decision-making process, saw changes as imposed, and morale was slipping. Leadership knew that without meaningful engagement, performance gains would be unsustainable.

  • Solution

    Solution

    We partnered with the plant’s leadership to build a holistic employee engagement program focused on inclusion, voice, and recognition. Our goal was to reframe change as something done with the workforce, not to them.

  • Implementation

    Implementation

    We started by facilitating “floor walks” with senior leaders, allowing them to hear firsthand from operators and technicians. Feedback was turned into quick-win initiatives, visibly demonstrating that voices were being heard.

    We also launched cross-functional engagement teams, where frontline employees contributed to solution design. Trainings were redesigned for accessibility — moving from PowerPoint-heavy formats to hands-on, tool-based learning sessions. Visual scoreboards and shout-out boards were installed across the plant to reinforce small wins and team efforts.

    Weekly communication huddles, translated into local languages where needed, created transparency and helped shift perceptions about change.

  • Impact

    Impact

    • Participation in engagement initiatives rose from 18% to 73% in 3 months
    • Measured improvements in morale, with employee satisfaction scores up 28%
    • Operational efficiency increased by 12%, attributed partly to ideas from frontline teams
    • One team member shared: “This is the first time I’ve felt like a part of the change, not a victim of it.”