Engagement isn’t a buzzword – it’s a strategic lever for retention and profitability. In food and beverage manufacturing, where compliance and cleanliness are nonnegotiable, success depends not just on systems and procedures but on the people behind them. Harrigan Sanitation Solutions builds its model around that reality, combining a Continuous Improvement (Kaizen) approach with practices that keep employees connected to their work and to each other.
At Harrigan, sanitation teams operate much like a pit crew in a race: their speed, accuracy, and teamwork help ensure production lines start on time and, over time, start even earlier. When employees are genuinely engaged, they contribute to faster, more effective sanitation that expands available production hours and improves overall profitability.
That same engagement model drives retention. Harrigan works to create an “I belong here” experience in which each crew member is known, supported, and valued for their specific strengths. As one crew member recently shared:
“Honestly, I found my first 90 days at Harrigan enlightening. I have never felt so appreciated and wanted as an employee like I do with this experience. The onboarding process painted a great picture of what the goal is for all of us at Harrigan Sanitation Solutions. I can see with my own eyes that this is a sensible and understanding environment that really wants me to succeed. I truly love that the direction and way things are done are so in line with the way I think and feel as well.”
Harrigan’s engagement framework centers on communication, coaching, and accountability. Tools like the Spotter Card – used to structure seven-step conversations between on-floor leaders and crew members – and the Personal Vision of Success (PVS), which helps employees articulate both personal and professional goals, provide consistent structure. For many employees, that clarity translates to meaningful progress. Erick, for example, joined Harrigan seeking long-term stability. Through the PVS process, he achieved a major personal milestone within eight months: purchasing land in Colombia to build a home. “My family and I are very grateful,” he said. “Thanks to this opportunity and my performance, I’ve been able to fulfill part of one of my goals.”
Research reinforces the impact of engagement on business outcomes. Gallup reports that highly engaged teams see 63% fewer safety incidents and 23% higher profitability. Harrigan’s leadership practices support those outcomes by emphasizing a few consistent behaviors:
- Recognize contributions and build confidence early
- Explain the “why” behind every process
- Communicate clearly and consistently
- Empower employees to take ownership of their roles
Partner facilities continue to see measurable gains, from faster startups and cleaner equipment to reductions in rework and more stable audits. As Mike Sipple, VP of Operations at Agropur Incorporated, shared: “Harrigan’s approach spilled over to our internal team as we worked together with Harrigan to build trustworthy teams that used continuous improvement practices which not only improved throughput but also increased engagement and energized our own teams.”
By keeping engagement and communication at the center of its approach, Harrigan Sanitation Solutions helps reduce operational risk, strengthen compliance, and maintain consistent sanitation performance across the plants it supports. In a competitive industry, the company continues to show that lasting improvement starts with one thing: investing in people who believe their work matters.