Abstract
Considers the challenge faced by management at the Blackley Manufacturing site of BICC Cables when, in 1992, a multi‐faceted change programme was planned to surmount the growing threats to the plant′s survival. Analyses the process of implementing the change programme under a tight schedule and in the face of initially sceptical and uncooperative trade union attitudes. Charts the gradual replacement of the existing by the new system of team working patterns and flexible structures, and illustrates the significant benefits in very quick time as both output (productivity up by 17 per cent) and shopfloor team enthusiasm continue to grow. Reproduces the text of the Blackley People Contract.
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