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Opening Up Books to Employees Boosts Profits


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IN the gritty plants of Springfield Remanufacturing Corp., janitors pick up stray screws from trash heaps and factory workers know the cost of every part they touch.

Employees here have an eye on the bottom line. "Everybody's bonus is on the line if parts don't move," says Rick Biggs, who assembles rebuilt truck engines in one of the company's divisions.

Springfield Remanufacturing (SRC) pioneered the concept of "open-book management" in the early 1980s. Now, executives of large and small companies around the world are flocking to Springfield, Mo., to learn how SRC transformed itself from a struggling $19 million division of International Harvester with 170 employees to a thriving $100 million company employing more than 800 people. For the past 14 years since it's been independent, SRC has seen increasing profits and at least 15 percent growth.

"There's nothing magical about this," says chief executive officer Jack Stack, an energetic proponent of turning employees into partners. "What we've got to do is teach people how they are evaluated. The tea leaves of business are the financials."

Under the theory of open-book management, Mr. Stack provides every employee with a copy of the company's financial balance sheet. He also expects them to help improve those numbers. In return, quarterly bonuses and an employee stock-ownership plan allow employees to share in whatever wealth they help create.

Open-book management is more than the latest fad in business management, says Corey Rosen, executive director of the National Center for Employee Ownership in Oakland, Calif.

"Usually big trends have their roots in management consulting or universities and are sold to companies," Mr. Rosen says. "Open-book management developed more from the ground up."

"I've seen a lot of management ideas come and go," he says. "But ... this is going to become, if not the norm, at least very common in business in the next decade."

Such a change requires turning the traditional corporate hierarchy on its head. "Most business plans are put together by two people - the CEO and CFO [chief financial officer]," says Denise Bredfeldt, an SRC employee who once rebuilt engines on the factory floor and is now a top manager.


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