Employee Engagement for Productivity — and Profits
Your organization can’t perform better than your least-engaged employee. Why?
Equipment problems are ignored by unskilled workers who don’t have the training to fix them.
Defective products are shipped by disaffected associates who have no incentive to catch errors.
Dissatisfied customers become even angrier when powerless service representatives don’t have the authority to help them.
Each of your employees has thousands of opportunities to identify and fix problems every year, whether on the plant floor or in the office. Yet manufacturers report that only half of their workforces are fully engaged in their improvement methodologies, such as lean or six sigma.
Just as surprising: Poor levels of engagement are common across manufacturing, at companies both big and small. This offers a rare advantage to smaller companies — with fewer employees to train, empower, and engage in their methodologies — for rapid improvement and competitive advantage.
That’s the good news.
The bad news is this: Far too many leaders — at companies of all sizes —jealously guard the authority to make changes and become production heroes. In fact, a full 25 percent of manufacturers describe the breadth and depth of adoption of their improvement methodologies as “none” or “minimal.”
The worst news of all, though, is the price these leaders pay for wasting their employees’ talent and enthusiasm. Manufacturers with workforces engaged in their improvement methodologies are far more likely to achieve world-class manufacturing status (68 percent). Conversely, only 16% of plants with no employees engaged in their improvement methodologies have achieved world-class manufacturing status.
Engaged employees = A chance at world-class manufacturing status (and world-class profits).
What you waiting for?
MAGNET is a part of Ohio MEP, part of the NIST-MEP program
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for