Abstract
Faced with an inequitable pay structure and a training system that left maintenance workers as "silo experts," leading to workflow disruptions, one industrial company scrapped its system four years ago and restarted with a whole new concept in mind. Although the new training program is still a work in progress, the result so far has generated a company culture that spreads responsibility, leading associates to feel more of a sense of personal ownership. It has also created pay and status incentives for employees to energetically expand and deepen their skill sets, leading to a greater sense of personal fulfillment and an increased workflow integrity.
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