The environment has gone from a rule-based atmosphere to more a creative, entrepreneurial culture, according to management.Ĭreativity is evident in some of the acronyms and programs management implemented at the plant. While each manager noted the culture of teamwork that Lance brought, it was not a new concept, but one that Lance has perfected and one that the old company didn’t have. “The buy-in, cooperation and get-it-done attitude from corporate to every employee here are fantastic. “It was great in that Jeremy Dave Whitman, director of quality and quality systems and many others were right there on the production floor helping out wherever was necessary. Remington came back, the plant was preparing for several food safety and quality audits. “It is as close to a family-owned company as there is, and we are all members of the family.” “That’s the kind of culture Lance brings with it,” he said. After a short stint at another food company in Ashland following the cookie plant’s closure, he returned with no loss in benefits or years of service. Bob Remington, compliance manager, spent 27 years with the company prior to its bankruptcy. Tenure from Archway is evident with most senior management. Of the two brands made at the plant, Archway cookies are baked-to-order because of shelf life while Stella D’oro products are baked-to-inventory. The 85,000-sq-ft distribution center adjacent to the plant handles the company’s private label and directstore deliveries as well as shipments to distributors. But Lance was one of the few that saw potential to keep the plant running and had great plans to move it forward at an accelerated rate,” Mr. “Dan (Streit) and I were the ones walking prospective buyers through the plant during that time, and we had some parties simply interested in selling off the assets for a profit. Joe Phinney, logistics manager, a 22-year veteran of Archway and several previous positions at Mothers, Beatrice and Parmalat, was responsible for relocating the distribution center to Ashland in 2005 and for liquidat- ing the $2.5 million of assets right after the bankruptcy. “We run autonomously as far as Archway products within the Lance organization and bring much needed capacity to the company’s Vista Bakery private-label operations at Burlington, IA.” “We’re full speed forward, with a list of projects and ideas, many originating from the hourly employees, that can keep us busy for a long time,” Mr. And that’s a great feeling for everyone.”Īt this point, the company still values the plant’s history and heritage, but it eagerly looks to its future. It seems sometimes that the plant can run itself, and managers are not needed. It really came down to the culture, and we see that every day. “I had heard so many good things about Lance, and after discussions with Blake Thompson, senior vice-president supply chain, I realized this was an opportunity I couldn’t pass up. Jeremy Bowen, plant manager, came on board at the plant in February 2009, site unseen. Once hired, we set up new employees with mentors to acclimate them into our culture. “To the prospective employee, it showed the seriousness of the job they were applying for. “This was a volunteer opportunity, and it not only was an eye-opener for the employees but also really elevated them to a level of job ownership we had never seen before,” Ms. Part of the employee empowerment included involving current employees in the interview process for new employees. We are now back to about 200 employees, 137 of which are former Archway staff.” “Within one week after the acquisition, more than 30 Lance employees from corporate headquarters came in and met with all ex-Archway plant employees gave each one a check for $1,500 dollars as a goodwill gesture interviewed 265 people interested in returning to the plant, with the ability to only rehire 60 at the time hired, trained and restarted operations. 9,” noted Dan Streit, bakery services manager and a 37-year Archway employee. “What was even more astounding was the speed with which Lance brought the operations back on line after it signed the acquisition papers on Dec.
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Over the course of completing various jobs, she will kill many of these lowlifes, accumulate plenty of their loot, hire more allies to join her crew, and occasionally find some time to kick back at the local space taverns. However, she has plenty of competition, as the outskirts are a rough neighborhood populated by pirates, scavengers and ne'er-do-wells of all sorts. She does this by raiding ships and starbases (committing "heists", if you will) at the outskirts of known space. She's an honourable thief who is just trying to make ends meet. The exception to this are the diesel-powered Royalists who believe that steambots are inferior and haughtily lord over the remaining shards of Earth and all of its drilling rights like a big bunch of bullies.Įnter Piper Faraday, a swashbuckling steamgirl with a heart of gold. For some reason, coal-fired steam is still a tenable energy source, and thus water is the universal currency. Earth has been blown to bits in some kind of cataclysm and only robots have survived. At any rate, it does not seem like one needs to play Dig to understand Heist, as the scenario is simple enough. This game is the ostensible sequel to Steamworld Dig, although I cannot say how closely the two are related, as I have not played the former. Add in some light RPG elements and some XCOM-style combat, and that's basically Steamworld Heist in a nutshell. Sort of like a post-apocalyptic Firefly, except that Nathan Fillion's character is a robot, and also a woman, and. So imagine a mashup of steampunk, sci-fi and western, in a universe where humanity has been obliterated and the only people left are robots. "A raucous space adventure with plenty of rootin', tootin', shootin' n' lootin'." |
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