Ralston Foods: from greenfield to maturity in a team‐based plant

Abstract

AbstractSemiautonomous work groups have played a major role in the success of the Ralston Foods plant located in Sparks, Nevada. Work groups, particularly those that are self‐directed, have produced record‐breaking output levels and generated cost reductions over the past several years. Work groups are responsible for many functions—everything from supporting capital projects, communications, customer relations, and cost controls to discipline, performance appraisals, safety, and hiring. It took some time for us as managers to relinquish those duties, but sticking to the participative process even at times when it feels easier to revert to the traditional managerial role and focus solely on results has been a key factor in sustaining our growth.The case study that follows details the operating philosophy of the Sparks plant and its evolution from a retrofitted pet‐food operation into a mature, team‐based cereal plant—including both our successes and difficulties and the key lessons learned along the way. While there are several qualities that distinguish our team process at Sparks, a critical factor has been our responsiveness to change. This factor will ensure our success in the future, as we develop a new mission and strategy in response to some unprecedented business challenges and opportunities ahead. © 2001 Work in America Institute