Teaching a teenager to drive and handing over the keys to the car takes teaching, practice and trust. Learn how this same approach applies in handing over the keys to the car to your front line team members.
Is your organization's problem-solving isolated to quality professional, lean champions and leaders? Do you struggle to get front line engagement in raising and solving problems on an ongoing basis? Do you wish you could extend problem-solving to more areas in your organization? Learn how the FedEx Office Manufacturing Network expanded its quality driven management philosophies and behaviors beyond events and teams to include front line team members. Hear how leaders taught the problem-solving methodology and used a layered, systematic approach for creating problem-solving engagement opportunities. Discover what lessons were learned along the way.
FedEx Corp. provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce and business services. With annual revenues of $46 billion, the company offers integrated business applications through operating companies competing collectively and managed collaboratively, under the respected FedEx brand. FedEx Office has more than 1,800 stores and locations in the U.S. and Canada, providing convenient access to printing and shipping expertise with reliable service. The company’s network features retail stores, centralized production centers, corporate on-site print centers and on-site business centers at hotels, convention centers and universities. Services include copying and digital printing, professional finishing, document creation, direct mail, signs and graphics, computer rental, and corporate print solutions. www.fedex.com
Jamie Parker is a regional manager with the FedEx Office manufacturing network. She leads a team responsible for safety, quality, delivery, P&L performance, process execution and improvement, and people development for six commercial print manufacturing plants. Parker partners with the manufacturing network leadership team to develop lean implementation strategy and leads the efforts across 19 plants in the U.S. and Canada. Focus areas include truly human leadership, lean learning and development, and cultural transformation. 
