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I agree, change is often needed for a company to be progressive. However one of the problems this company has is the people put in management positions or people who move up in this company are in most cases someone�s buddy. They are put in positions of authority based on who they know and not on their ability or experience. This has happened over and over from the top down to the guys at the bottom. Often times the people put in these positions are nice people and may even think they can do the job but end up failing due to lack of skill or experience. The new haul contractor referred to in earlier threads, if the truth were known got the contract because they had a buddy in ACC management. The old contractor didn't have a buddy or made someone mad so they did not get the contract. The decision was not made on an unbiased evaluation of work ethics or overall capability or what might be in the best interest of the company in the future. This type of management style needs to be changed for sure. You might be my buddy but if you are not right for the job you should not get the job. The boy�s upstairs need to be paying a little more attention to who is getting positions and who's putting them in these positions. One or two bad decisions due to someone�s lack of experience or lack of ability is very costly to the company on a daily production basis as well as potential customer losses. Just my opinion.
I agree with your comment that the 'man upstairs' needs to pay more attention to what is going on in management - but I do not for one second agree that management personnel does not have experience. Most of your ACO plant managers - both those employed now and those recently let go - have worked their way up from the low-level labor jobs. Your comment about the new contractor and his lack of experience is, in my opinion, unfounded. He began where all other ACO employees begin - and he has just moved onto a different perspective of the business. He knows the business - and I am not saying that the old contractor didn't know anything because they did - I want to emphasize that. Things change. But, most ACO plant management does know the in's and the out's of the process.
You do have a valid point that AH needs to take a look at what is going on. Maybe not just AH but The Board needs to see what is going on also...
I haven't been on this site for quite some time but I felt I had to reply to the past post # 1086, the contractor that worked his way up, couldn't be any farther from the truth. He was handed a contract because the buddy system and lack of the board or ACC management watching what is going on in the plants. He hasn't been involved in the bentonite for the past 10 years, and in that time was involved in a law suit with ACC and yes he did win, but not because he was doing his job so well, but because of the hand book that ACC used to have. Someone pissed someone off and thats how you loose an ACC contract not for the lack of the jjob your doing.
I don't know much about the new haul contractor, but I denfitely agree that too many people end up in their position because they're somebody's Buddy, not because they had the best qulifications. Then, they either fail because they didn't have the training to do the job, or they get canned when the politics change and they're not the right person's Buddy anymore. We've got to get things back on track where merit counts, not who drinks beer with the boss. Then we'll have less turnover, more faith in our managers, and a stronger bottom line.
Just look what happen at the Belle Speciality Plant: You had 8 or 10 people with lots of seniority and experince! Rubin P was brought in as an operator and in a very short time he was able to replace the person managing the place by getting him fired. He inturn hired a Chad D who in a few months was put in charge as the production lead position with no expierince over the senior operators who worked there.What soon happen between the two they made changes in the process which in the long run messed up the formulations of the products and cause problems down the line. Ruben had a short run as manager and was fired , leaving Chad to run the place with little production skills on how to run the place.Shortly during this time people starting to quit because of this In house management mess. Chad was a fox in charge of the hen house,with no upper management keep close tabs on what really was going on. He brought in a relative and between the two, everyone was picking up their slack. then a couple more people quit. Then in a less in a year he was able fire four more operators on very questionable issues with no exact plyable procedures in place.Two of them having over 30 years each with company . Chad was shrortly demoted back to be a operator. But the damage was already done by Ruben and Chad.Two people put in charged but short lived their power, Were able to fire or make good workers with over 120 years experince quit because of them in a time span of 2 years. How sad that people as you said in your post people that individuals are put in positions of power that shouldn't and can totally screw things up , but in their time of reign they are able not only get good workers fired , mess up production, lose customers , steal the company blind. In a three year period, the speciality plant had how many managers 3 - 4 now how can that be a way to run a business, don't sound to stable to me ! The poor managers never has a chance to grasp the whole operation. No wonder they try to get out of the Speciality Plant to a differnt position as quickly as possible, to save themselves. How many managers have been there in the pass three years , seems like it still a rotating managers merry-go-around but the company can't find one that fits the position and stay ! Where is the accountablity of upper management who put in these people in charge who are uncapable of the position to start with. It seems the people on the bottom pays the price and upper management just keep making their blind mistakes and stay unaccountable!