Industry:  Manufacturing  > PG Glass

• PG Glass, a manufacturer of flat glass.
• All 850 employees went through the program.

• PG Glass had enjoyed a monopoly position in the flat glass market for numerous years.
• Its position was so powerful that PG Glass was essentially not a customer-focused organization.
• Flat glass began to be imported into the country at a lower price than that at which PG Glass could manufacture their product.
• In order to stay in business, they had to look along the value chain in their industry and discover where they could add greater value. They made the decision to move from a manufacturing-focused organization to that of a service organization, in which their core focus would be installing and repairing glass as opposed to manufacturing it.
• PG Glass was faced with the challenge of shifting its business focus quickly, with as little risk as possible. To do this required total staff buy-in. They selected Team Business to achieve this.

• Team Business was implemented in order to move the culture of the organization from a 'lazy' monopoly manufacturer to a highly focused service organization. This represented a major challenge as monopolistic companies tend to develop a complacent culture.
• Team Business enabled every employee to understand that the company was at risk of going out of business, what the effect of this could be and, most critically how they, as staff, could make the difference - to the company and their own futures.
• The result was a rapid and powerful shift to a customer focused organization.

PG Glass personnel were trained as facilitators to implement Team Business.

• PG Glass moved from having a huge number of employees at a manufacturing facility to smaller outlets closer to the customers.
• They shifted their business aggressively from manufacturing to service.
• In essence, Team Business completely reshaped the culture and operations of PG Glass.