saying . Aside from increasing the amount of times they visited or stayed long past the primary shift , they would ask employees as they walked through the aisles during their visits , “ how ’ s it 6 going ?” Usually they got nothing but silence especially when Paul was walking around . There were at least six occasions , during different times of the shift , within a three week period when they had arrived and Paul was no where to be found . They waited for about an hour each time . Upon Paul ’ s return he ’ d usually have a pizza box or a sandwich with him . His explanation was he went to get dinner and there was a crowd which caused the delay . Paul would always walk in with the coach from ADC . THE VISITS WITH THE TEAMS Judy decided one evening to join one of the team meetings from the shift . These took place on a bi-weekly basis . The teams would discuss projects , workloads , resources , processes , etc . During the course of one of these meetings , Judy decided to ask bluntly how they felt they were being treated by management . At first there was a deafening silence . Judy waited and asked again if management was pleasant and helping them get their work done . “ Quite frankly ,” Judy noted , “ the quality and productivity of your team on the second shift is not up to standards . Our customers are getting concerned about late shipments and shabby workmanship . Some of them are considering leaving us and going elsewhere for their clothing . That means layoffs if they do .” Soon the silence was broken and Chang , an expert seamstress , interjected . Chang : “ He , Mr . Paul , yell at us . He no respect us , he tell us to take a hike when we ask