The Delta Wire
Corporation uses
training as a weapon
S U BM IT T ED BY – A M I T U PA D HYAY
S U BM IT T ED TO : M R .V I V E K S HE E L YA D AV
Introduction
Welcome to our presentation on the success story of Delta Wire
Corporation, a trailblazer in the steel wire industry.
Founded in 1978 in Clarksdale, Mississippi, Delta Wire navigated
challenges and emerged as a leader through innovative strategies.
Today, we delve into the journey of how Delta Wire harnessed the
power of training to overcome industry obstacles and sustain its
position in a competitive market.
Visual: Engaging imagery representing the steel wire industry,
Delta Wire's facilities, and a timeline from its inception to the
present day.
Industry Challenges
1. Dollar Decline:
1. The impact of a weakening dollar on Delta Wire's operations.
2. Challenges in managing costs and pricing in the global market.
2. Foreign Competition:
1. Growing threat from international competitors.
2. Strategies employed to stay competitive in the face of global challenges.
3. Quality Requirements:
1. Escalating industry quality standards.
2. The strain on resources and operations to meet and exceed these requirements.
Visual:
• Visual representation of a declining dollar symbol.
• Global map indicating the regions of intense foreign competition.
• Graph showcasing the upward trend in industry quality requirements.
Strategic Realization
1.Uncontrollable Factors:
1. Acknowledgment of external challenges, such as the declining value of the dollar.
2. Understanding the limits of control over certain economic conditions.
2.Focus on Employee Education:
1. Recognition that employee education is a controllable and impactful factor.
2. Collaboration with state and local training programs for a comprehensive approach.
3.Introduction of Quality Techniques:
1. Implementation of statistical process control and other quality assurance techniques.
2. Empowering employees with skills to enhance product quality.
.
1990s Transformation
1.Basic Skills Training Program:
1. Introduction of a comprehensive training program in the 1990s.
2. Targeted at enhancing the fundamental skills of Delta Wire's workforce.
2.Quantifiable Improvements:
1. Significantly reduced nonconforming material from 6% to 2%.
2. Substantial increase in productivity from 70,000 to 90,000 pounds per week.
3.Recognition from Goodyear:
1. Attainment of the "best in class" award from Goodyear, the largest customer.
2. Acknowledgment of Delta Wire's commitment to excellence and continuous
improvement.
Customer Satisfaction Metrics
1.Customer Scoring System:
1. Introduction of a customer satisfaction measurement system.
2. Scores awarded by diverse industrial customers.
2.Yearly Mean Customer Score:
1. Explanation of the scoring system's yearly mean customer score.
2. Averaging scores to gauge overall satisfaction.
3.Transparency and Improvement:
1. Transparent communication with customers.
2. Continuous improvement based on customer feedback.
Future Growth and Collaboration
1.Bekaert's Support:
1. Overview of the acquisition by Bekaert in 2006.
2. Bekaert's commitment to supporting Delta Wire's market share growth.
2.Ensuring Product Availability:
1. Bekaert's focus on ensuring adequate product availability for North American customers.
2. Strengthening collaboration for mutual growth.
3.Strategic Partnerships:
1. Exploration of potential strategic partnerships to enhance market presence.
2. Emphasis on collaborative efforts for innovation and sustainability.
Question 1
Delta Wire prides itself on its efforts in the area of employee education. Employee
education can pay off in many ways. Discuss some of them. One payoff can be the
renewed interest and excitement generated toward the job and the company.
Some people theorize that because of a more positive outlook and interest in
implementing things learned, the more education received by a worker, the less
likely he or she is to miss work days. Suppose the following data represent the
number of days of sick leave taken by 10 workers last year along with the number
of contact hours of employee education/training they each received in the past
year. Use the techniques to analyse the data and estimate the strength of the
relationship and any models that are developed.Hours of Education Leave Days
Hours of Education Leave Days 24 5 8
816 4 60 1 48
0 0 9 120 1
28 336 5 15 8 10
7 88 265 0
120 136 3 15 80
12 48 0 12 8
5 10
Solution
• Calculate Means: Calculate the mean of Hours of Education (X) and Leave Days (Y).
• �ˉ=X =∑X/n , y =∑Y/n
• For the given data: Xˉ= 36.5 , Yˉ = 4.2
• Calculate Slope (b1): Calculate the slope of the regression line.
• b1=∑(Xi−Xˉ) (Yi-Y)/∑(Xi−Xˉ)2
• For the given data: b1= −0.048
• Calculate Intercept (b0): Calculate the intercept of the regression line.
• b0 = Yˉ−b1⋅X
• For the given data: b0 = 5.78
• Write Regression Equation: The linear regression equation is: Leave Days≈5.78−0.048×Hours of Education
• Evaluate the Model: Interpret the results. In this case, the negative slope suggests that more hours of education are associated with fewer sick leave days.
• Predictions: You can use the regression equation to make predictions. For example, if an employee had 30 hours of education, you could predict their leave days using the equation.
• Leave Days≈5.78−0.048×30 =171.96
• This would give you an estimate of the expected leave days for an employee with 30 hours of education.
• Keep in mind that this is a simple linear regression analysis and assumes a linear relationship. The interpretation and predictions should be made with caution, considering the limitations of the model and potential confounding
factors.
Question 2
• Delta Wire increased productivity from 70,000 to 90,000 pounds per week
during a time when it instituted a basic skills training program. Suppose this
program was implemented over an 18-month period and that the following data
are the number of total cumulative basic skills hours of training and the per
week productivity figures taken once a month over this time. Use techniques to
analyze the data and make a brief report to Delta about the predictability of
productivity from cumulative hours of training
Cumulative Hours Productivity (in pounds per week)of Training 0
70,000 100 70,350 250
70,500375 72,600 525
74,000750 76,500875
77,0001100 77,4001,300
77,9001,450 77,2001,660
78,9001,900 81,0002,300
82,5002,600 84,0002,850
86,5003,150 87,0003,500
88,6004,000 90,000
CONCLUSION
In tracing the journey of The Delta Wire Corporation, it
becomes evident that strategic training has been a
potent weapon in overcoming challenges and ensuring
sustained success. Founded in 1978, Delta Wire faced a
critical juncture when the declining dollar and
intensifying foreign competition posed significant
threats to its market position. Instead of succumbing to
these challenges, Delta Wire chose a proactive path,
recognizing that while certain conditions were beyond
control, the enhancement of employee education was a
realm within its grasp.
