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some of the freight to get within required weight limits. This took time and cost the

company money as drivers sat waiting, with possible cascade effects on delaying other

shipments. Coming from a Summit, the mechanic and the driver felt inspired to take

initiative, to think for themselves and figure it out. They started analyzing the situation

that evening. Sitting in the mechanic’s kitchen, with post-it notes, they mapped out the

process and issues. They decided to bring others from the terminal into the discussion and

invited them to his home the next evening.

After several meetings, his kitchen looked like it had new wallpaper. His wife

thought it was annoying but deferred to his enthusiasm and let him continue to use the

kitchen as his workroom. They finally realized that the problem was related to the new

trucks. But the goods being shipped had similar weights and the various trucks were just

about the same weight. Sitting around the kitchen table late one night, staring at the wall

of yellow notes, they realized that the new trucks had larger fuel tanks. Their practice of

always topping off the tanks was leading to greater weight of the truck and its fuel. That

left less weight allowance for the freight. Some calculations about their typical routes

revealed that they could make the deliveries by filling the tanks to three quarters and use

the remaining weight for freight. The mechanic and driver felt responsible for helping

Roadway be as efficient, and therefore profitable, as possible. Their sense of ownership

and engagement was a direct result of the EEFB process.

Transformation Through Executive Education

Roadway feels like a new company in an old business. The results of the

Breakthrough Leadership program have been dramatic for the company. The people of

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