Domtar Case Study Essay
Benjamin Hicks
1/13/2017
HRM4483
Chapter One Case Questions
1) How did Domtar’s strategies align with its mission? Explain your answer.
Domtar's strategy was focused on customer service and on return on investment. With this, they set goals to be innovative in product design, high in product quality, and be unique with its customer service while being cost effective. To align their goals with their main focus, they hired a guru from Bombardier to implement Kaizen into the Domtar company. Kaizen was, as noted on page 2, a "process of getting employees involved by using their expertise." Raymond Royer, president and CEO of Domtar, stated that the customers, shareholders, and ourselves were the three pillars with "ourselves" as the essential pillar in order to change the company as a whole.
2) Given the difficulty of organizational change, what factors contributed to the success at Domtar? How did Domtar’s management at all levels contribute to reducing resistance to change? What else might they have done?
It was stated by Royer that "it is only "ourselves" who are able to have any impact on changing the company." With that, and the use of Kaizen, their extensive training was called the Domtar Difference due to the statement, "tapping the intelligence of the experts, our employees." …show more content…
For the Ashdown Mill, they had a goal that within fourteen months the two-day training program, that was made to understand the Domtar culture and how to replicate it, were to be completed by all of the mill employees. A worker, Randy Gerber, said that the training allowed "us to realize that to be successful, we must share human values and integrate them into our daily activities." This was essential to Domtar's training and was held to the utmost importance to all of its locations regardless of percent interest it had, including the northern Ontario
1/13/2017
HRM4483
Chapter One Case Questions
1) How did Domtar’s strategies align with its mission? Explain your answer.
Domtar's strategy was focused on customer service and on return on investment. With this, they set goals to be innovative in product design, high in product quality, and be unique with its customer service while being cost effective. To align their goals with their main focus, they hired a guru from Bombardier to implement Kaizen into the Domtar company. Kaizen was, as noted on page 2, a "process of getting employees involved by using their expertise." Raymond Royer, president and CEO of Domtar, stated that the customers, shareholders, and ourselves were the three pillars with "ourselves" as the essential pillar in order to change the company as a whole.
2) Given the difficulty of organizational change, what factors contributed to the success at Domtar? How did Domtar’s management at all levels contribute to reducing resistance to change? What else might they have done?
It was stated by Royer that "it is only "ourselves" who are able to have any impact on changing the company." With that, and the use of Kaizen, their extensive training was called the Domtar Difference due to the statement, "tapping the intelligence of the experts, our employees." …show more content…
For the Ashdown Mill, they had a goal that within fourteen months the two-day training program, that was made to understand the Domtar culture and how to replicate it, were to be completed by all of the mill employees. A worker, Randy Gerber, said that the training allowed "us to realize that to be successful, we must share human values and integrate them into our daily activities." This was essential to Domtar's training and was held to the utmost importance to all of its locations regardless of percent interest it had, including the northern Ontario