- March 30, 2017
- Your Price: $50.00
- Member: FREE
Park Place Dealerships had previously had a long history of performance excellence. However by 2013, although the company was doing well in terms of profitability and customer satisfaction, it had doubled in size and faced employee engagement issues. Consequently the centralized management, including Park Place’s senior leadership team, decided to refocus on performance excellence and made it a strategic priority.
This case study looks at how Park Place Dealerships has taken an integrated approach to performance excellence by standardizing its processes across the dealerships, tied operational and process improvements to its strategic planning efforts, and developed cross-functional performance improvement teams for execution.