Buckman Laboratories

7784 WordsDec 6, 201232 Pages
9-800-160 REV: JANUARY 22, 2003 WILLIAM E. FULMER Buckman Laboratories (A) If you can’t maximize the power of the individual, you haven’t done anything. If you expand the ability of individual members of the organization, you expand the ability of the organization. — Bob Buckman, CEO and Chairman of Buckman Laboratories A major Buckman customer in Australia announced plans to commission a new alkaline fine paper machine in 1998. Not only was it always attractive to get “start-up” business but this particular machine tended to use more chemicals than most paper machines. The customer’s tender was broken into two areas--machine hygiene and retention—with annual revenues estimated to be $600,000 and $700,000, respectively. Although Buckman…show more content…
Bob believed that if the number dropped to $200,000 he still could make money. With manufacturing plants operating at 49% capacity, Bob shifted positions from manufacturing to sales. His initial goal was to increase the proportion of sales people to 25% of total employment. When that was achieved, the new goal became 30%. The combination of decentralization and an expanding “multi-cultural, multi-lingual organization” led to recognition that there was a need for a statement of organizational values. According to Bob, it “evolved out of a need to have a common understanding about how we should relate to each other and to outsiders.” All associates were asked for input, and Steve Buckman, cousin of Bob Buckman and CEO of Buckman Laboratories International Inc., spent 18 months collecting and distilling all of the input into what became the company’s code of ethics (Exhibit 1). The code was captured on a wallet-sized laminated card and passed out to every person in the company. According to Bob, “It represented the collective wisdom of a lot of operating companies.” Best Practices For many years the company had been sending out its PhDs to gather best business practices worldwide and then share with all associates in the company. The problem was, according to Bob, “we couldn’t hire
Open Document