UGN, a manufacturer of automotive parts, implemented a Value Based Management initiative to improve margins and become more proactive. They used Whole Brain Thinking and the Herrmann Brain Dominance Instrument to transform the company. Teams with balanced left and right brain styles were assembled. Two years later, UGN saved over $10 million annually by applying the principles of Value Based Management and other initiatives using a Whole Brain approach. This allowed them to demonstrate clear return on investment.

1. CASE STUDY
How Whole Brain®
Thinking Fueled the
Transformation that
Saved UGN $10 Million
Executive Summary

2. c a s e s t u d y
Page 1
EXECUTIVE SUMMARY
Challenge
UGN, a preferred producer of high quality acoustic, interior
trim, and thermal management products, was witnessing
narrower margins and desired to be more proactive and
that there was a need to transform UGN into a Value Based
Management organization by 2009: this initiative would drive
associate knowledge and buy-in of the core elements of the
Whole Brain®
Thinking Solution
Whole Brain®
Thinking and the Herrmann Brain Dominance
Instrument®
(HBDI®
from a Whole Brain®
Thinking perspective, with teams
assembled with an intentional balance of both left and right
Results
Two years after Value Based Management’s initial
introduction, UGN was able to attribute a cost savings of
over $10 million per year due to incorporating the principles
of Value Based Management in combination with other
to their ability to clearly demonstrate Return On Investment

3. CASE STUDY
How Whole Brain®
Thinking Fueled the
Transformation that
Saved UGN $10 Million

4. c a s e s t u d y
Page 1
UGN University, the company’s dedicated training and development division,
fosters continuous improvement and learning with its mission of building a
University serves as a learning laboratory to test new approaches and practices
Whole Brain®
Thinking and (the Herrmann Brain Dominance Instrument®
(HBDI® ®
®
Thinking
the Whole Brain®
Model to all aspects of interactions, decision making and
problem solving – including teaching, listening, researching, communicating,
presenting, making recommendations, and ultimately, implementing the project if
The Challenge
was witnessing narrower margins and desired to be more proactive and forward
transforming UGN into a Value Based Management organization by 2009: this
initiative would drive associate knowledge and buy-in of the core elements of
Founded in 1986 as a partnership between Nihon Tokushu
Toryo Co., Ltd. (Nittoku) and Rieter Automotive Systems, UGN
is the preferred producer of high quality acoustic, interior
trim, and thermal management products. A recognized
leader in customer satisfaction for the Japanese transplant
automotive industry in North America, the company employs
1,200 associates in six locations in the United States that
specialize in manufacturing, research, development, testing,
and service support.

5. c a s e s t u d y
Page 2
Budgetary and reporting implications, long-range forecasting, individual
style quadrants of the HBDI® ®
Thinking approach
would be necessary for transitioning to a Value Based Management organization:
Gain top-level management buy-in and ownership to embrace and champion
would help UGN maintain a strategic stronghold that anticipates and
The Team recognized that a Whole Brain®
Thinking approach would accelerate
Whole Brain®
Using data gathered from a questionnaire distributed to all 1,200 associates,
restrictions, and strategies from department to department, in some cases, there
®
Thinking approach to effectively
element of a Value Based Management organization was covered using a Whole
Brain®
Thinking approach which provided a comprehensive overview of the
those with typically opposite thinking styles and preferences, further accelerating
Copyright 2011 Herrmann International

6. c a s e s t u d y
Ultimately, this Whole Brain®
Thinking approach proved to be a critical factor
in the team’s ability to gain acceptance and buy-in from everyone – at all
effort and assigned a senior-level staff member to take action based on the
Better Results Through Better Thinking Using a Whole Brain®
Thinking Approach
Integrating a Whole Brain®
Thinking approach into the implementation of the
Value Based Management initiative resulted in associate buy-in, which resonated
thinking preference, associates across all areas of the company were able to
process was further accelerated because they had a complete understanding of
Two years after Value Based Management’s initial introduction, UGN was able
to attribute a cost savings of over $10 million per year due to incorporating the
principles of Value Based Management in combination with other initiatives that
incorporate the Whole Brain®
Model in all aspects – from project inception to
presentation – has resulted in an improved ability to calculate the ROI of training
investments, leading to annual increases to dedicated spending for training and
The increase in training and development allocations is in direct correlation
with the measured and attained bottom-line results realized from the learning
®
Model, each project team is effectively able
to quantify and measure return on investment in a manner that speaks to each
By using the Whole
Brain®
Model, each
project team is
effectively able to
quantify and measure
return on investment
in a manner that
speaks to each
quadrant preference
on an individual and
organization level.

7. c a s e s t u d y
Quadrant B – Process Impact
localized activities throughout the
organization that demonstrated value-
Tracked and documented results through
Quadrant C – Culture and Associate
Impact
Included an incentive compensation
component and remained diligent about
Strengthened communications and
relationships within and between
Quadrant D – Strategic Impact
Recognized that systems are dynamic and
Focused on strategy and business issues
Reviewed with key management processes
to determine alignment and identify what
signals the resulting process may send to
Focused on the facts within the
®
Thinking Methodology to
UGN applied Whole Brain®
Thinking throughout the Value Based Management

8. ® ® ®
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