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Results for: Manufacturing | Showing Results: 1 to 25 | Total Results: 37 | Sort By: Alphabetical Publication Date

1worker1vote: MONDRAGON in the US 

MONDRAGON, the largest cooperative in the world, and the inspiration for several U.S. cooperatives, faces a challenge in 2013 after one of its largest cooperatives votes to leave the group and another goes bankrupt. 
Author: Henderson, Rebecca; Norris, Michael
Pub. Date: 2015-09-18

A Positive Movement Forward: Carris Companies Employee-Governance 

This chapter presents William (Bill) H. Carris's distinctive organizational design for a positive and practical model of 100% employee-governance in the movement toward 100% employee-ownership of the Carris Companies, a manufacturer of wood, plastic, and metal reels in six United States locations and one in Mexico... 
Author: Betit, Cecile G.
Pub. Date: 2007-01-01

Alpine Lumber 

Growth rarely comes without growing pains, especially in the Darwinian world of retail. One of the major challenges for any successful business is managing growth by planning and executing effective strategies. 
Author: Emerson, Dan
Pub. Date: 2005-10-01

Atlas Container Corporation: Thinking Outside the Box 

To survive, Atlas changed from an external to an internal growth strategy. The smoothness of the transition could at least be partially attributed to a set of internal strategies that were unusual for a commodity/cost-driven industry. They included democratic governance and employee ownership… 
Author: Calo, Thomas J.; Shipper, Frank
Pub. Date: 2015-06-21

Carris Companies Experience: Corporate Values in Practice 

Organizational leadership sets the standard for ethical conduct in the workplace. Christianity's “Golden Rule” was used by William H. (Bill) Carris, owner of the Carris Financial Corporation (CFC), as the central ethical principle in his Long Term Plan (UP), describing the transition to 100% employee-ownership and governance... 
Author: Betit, Cecile G.
Pub. Date: 2001-01-01

Carris Companies' Practice of Employee Governance 

Distinguishing the Carris Companies’ transition to 100% employee ownership was its more unusual movement towards 100% employee governance. This paper examines the Carris Companies’ practice of governance and the process used to prepare stakeholder citizens for their changing roles and relationships. 
Author: Betit, Cecile G.
Pub. Date: 2002-06-01

Carris Companies’ Long and Winding Road to Employee Ownership and Values Based Governance 

A rapidly expanding entrepreneurial company, the Carris firm is—by its owner's design—gradually becoming an employee-owned and-directed organization... 
Author: Betit, Cecile G.
Pub. Date: 2000-01-01

Carris Corporation: Incentive Plan Program 

For several years, William H. (Bill) Carris (President and CEO) looked for ways to bring employees into the business. From the beginning Michael (Mike) Curran (Vice-President and COO) had been not in favor of implementing short-term incentives at that time. But having worked with Bill for 20 years, Mike knew when Bill’s mind was set on proceeding... 
Author: Betit, Cecile G.; Rao, Jay
Pub. Date: 1998-01-01

Change Factory  

Delphi not only makes catalytic converters; it has also converted itself. Its factory in Oak Creek, Wisconsin has become a fast, flexible, future-focused operation. The result is a new-economy factory in the heart of the old economy.  
Author: Dorsey, David
Pub. Date: 2000-05-31

Client Profile: CMC Rescue, Inc. 

CMC Rescue became 92 percent employee owned in 2011. Jim came to the realization that employee ownership could realistically be the only way to assure continuation of CMC with its current operations and employees... 
Author: Zollars, Ron
Pub. Date: 2011-12-12

Client Profile: Flexpak Corporation 

Flexpak Corporation, has been a leader in providing thermoforming and packaging services to its clients for many years. The employee-owned company, founded in 1974 by Donald Bond is headquartered a few minutes from downtown Phoenix, Ariz.  
Author: Zollars, Ron
Pub. Date: 2011-06-16

Connor Formed Metal Products 

Connor Formed Metal Products was a small, privately owned manufacturer of custom metal springs and stampings. Since becoming president in 1984, Bob Sloss had implemented many changes to the company's organizational structure, management control systems, and information systems. 
Author: Applegate, Lynda M.; Stoddard, Donna B.; Conrad, Melinda B.
Pub. Date: 1995-10-16

Corbin Motors 

Explores the raising of capital to finance the growth of a spinoff business from Corbin-Pacific, a leader in motorcycle accessories. 
Author: Davis, John A.
Pub. Date: 1999-07-21

Employee Buyouts and Industrial Relations under Employee Ownership: A Case Study of Karabuk Steel Mill 

This article examines the employee buyout process and industrial relations under employee ownership based on the case study of the Karabuk steel mill. 
Author: Yildirim, Engin
Pub. Date: 1999-01-01

Employee Ownership and Governance: The Carris Companies Making Change Impacting the Whole 

William H. (Bill) Carris set a deliberate purposeful course for the whole system change that he deeply desired for his employees. The Carris transformation, innovative in its own right, provides examples of change from being traditionally owned, managed and governed to having shared ownership, participatory management and shared governance by the whole... 
Author: Betit, Cecile G.
Pub. Date: 2015-06-01

Empowerment or Else 

Nine years ago, the author bought a small manufacturing company with marginal profits, poor union relations, nit-picking work rules, and high labor costs. After a year of bickering, Frey decided he wanted to implement profit sharing. 
Author: Frey, Robert
Pub. Date: 1993-09-01

Fastener Industries: 25 Years of Stability and Prosperity 

At a time when Ohio companies are closing and the state has lost over 16% of its manufacturing jobs since the start of the recession in March 2001, 100% employee-owned Fastener Industries is celebrating 100 years in business and 25 years of employee ownership. 
Author: Ohio Employee Ownership Center, Kent State University
Pub. Date: 2005-06-01

Jet Rubber: Ten Years of ESOP Success 

The fifty employee owners of Jet Rubber Company, a manufacturer of custom molded goods and rubber-to-metal parts founded in 1955, celebrated the 10th anniversary of their ESOP in March 2003.  
Author:
Pub. Date: 2003-06-01

Labor Markets and Firm Benefit Policies in Japan and the United States 

This paper presents finding from our most recent research on the transformation of participatory employment practices of Japanese firms in the 1990s, during which the Japanese economy slowed down considerably. The operation appears to be of particular public policy interest for many countries considering participatory employment practices as a way to improve their productivity performance and thus competitiveness. 
Author: Ogura, Seiritsu; Tachibanaki, Toshiaki; Wise, David A.
Pub. Date: 2003-08-18

Lincoln Electric Co. 

This case covers the strategy and management practices of the world's largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management. 
Author: Fast, Norman D.; Berg, Norman A.
Pub. Date: 1983-07-29

Molded Dimensions, Inc. 

Mike Katz, an MBA with several years of manufacturing management experience, talks about purchasing Molded Dimensions, Inc. (MDI), a Wisconsin-based plastics manufacturer, with his wife Linda, who also has a manufacturing background. 
Author: Bowen, H. K.; Fuller, Virginia A.; Spinner, Doren
Pub. Date: 2003-07-25

Nucor Corporation (A, B) 

This case examines several strategies advocated by various actors in the Nucor Corporation, a major producer of steel. 
Author: Govindarajan, Vijay
Pub. Date: 2001-01-01

Ohio's Oldest ESOP 

Extending ownership to all employees, involving all in managing the business and tying the compensation to profits brought a renaissance to Alloy Engineering twenty years ago. 
Author: Thomas, Karen
Pub. Date: 2006-06-01

Reflexite Corporation 

In March, 2007, Michael Foley, Chief Executive Officer of Reflexite Corporation, had to decide whether to proceed with a change in the company’s employee stock ownership plan. Foley, still in his first year as CEO, pondered the situation: the employees had spoken, but when the man who had built the company strongly objected, shouldn’t one listen? 
Author: Rosenthal, David
Pub. Date: 2009-01-01

Scot Forge: Employee Owners Create a Culture Committed to Quality and Customer Service 

Teamwork—a sense of shared responsibility for success—percolates throughout Scot Forge, the largest open die shop in North America. That means hard work, the willingness to pitch in where help is needed and to build a non-traditional organizational culture... 
Author: Tonkin, Lea A. P.
Pub. Date: 2000-01-01