A few years back, Trans International changed the way production data was captured and presented. While this was a very good idea and should have been done sooner, the teams actually completing the work were not consulted on their day-to-day challenges. Because of this, there were a cascade of negative repercussions. A lot of the production deadlines and expectations are unreasonable which resulted in revoked vacation and "black out" days where people were not allowed to request time off.The turn-over rate increased and the staff felt undervalued. There was a depressed morale among the staff. Because so many people left quickly (either voluntarily or not), and there was no formalized training program, a lot of knowledge got lost. Mistakes were made and customer relationships suffered. The HR team was always willing to listen, but it is clear that there was little change or impact that anyone with suggestions for improvements could make. New ideas were met with responses like "I won't try it unless you can prove another company did it successfully" or "we tried that 15 years ago and it didn't work." In the few short years I was with Trans International, I saw many managers come and go and even more at the staff level.