Power Partners, Inc.

Culture plays a critical role in whether a company can become a lean enterprise. An organization's culture determines how people work, their attitude about work, their relationships with each other, and the way change is introduced, embraced and tackled. Having a lean culture means a lot of things, but chief among them is that employees are expected to actively seek and act on solutions to problems.

"The future belongs to those who can frequently reorganize high morale teams around the needs of changing processes," wrote Robert Hall, the author of "The Soul of the Enterprise" and a member of Power Partners' Board of Advisors. Steve Hollis and Sherrie Ford, the CEO and Chairman of Power Partners, respectively, fully embrace this notion about the importance of empowered, trained and flexible teams, and the concept is central to the Preamble to the Labor Contract that they wrote to employees when they established Power Partners.

Over 30 teams are hard at work within Power Partners to reinvent manufacturing, shape the company's external relationships and define our work culture. Employees are relentlessly driving for process discipline and process control.

With the support of our 500+ employees and our 3,000+ customers —Power Partners is demonstrating that good business is all about great partnerships. Our culture is so important to us that Sherrie Ford also serves as Executive Vice President of Culture.