Graduation Year

2025

Graduation Month

December

Document Type

Thesis

Degree Name

Bachelor of Science

School or Department

Business School

Major

Accounting

Faculty Mentor Department

Management & Marketing

Faculty Mentor

Andy Anderson

Faculty Reader(s)

Andy Anderson

Keywords

Organizational Culture, Corporate Values, Operational Alignment, Change Management, Manufacturing, Continuous Improvement

Subject Categories

Business | Business Administration, Management, and Operations | Leadership

Abstract

This study examines how alignment between top-down corporate values and bottom-up shop-floor practices influences culture and productivity within metal manufacturing. Using a qualitative case study of a rebar fabrication facility, observations were conducted across two periods to assess how leadership communication, safety culture, and teamwork evolved in response to management changes. The analysis integrates lean Six Sigma principles with organizational culture theory to evaluate how leadership behaviors shape safety adherence, cross-training, and operational performance. Findings reveal that when corporate values, particularly safety and collaboration, are actively modeled by local leadership, they become embedded in daily behavior, leading to improvements in morale, efficiency, and production output. Conversely, misalignment between corporate intent and shop-floor execution resulted in inconsistent safety compliance and bottlenecks. This research bridges the gap between leadership culture and Lean frameworks by demonstrating that sustainable performance depends on participative leadership, consistent communication, and continuous feedback. The study concludes that values must be exercised, not merely stated, to transform organizational culture into a driver of long-term productivity and safety excellence.

Honors College Research Project

1

GLI Capstone Project

no

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