by the lack of so-called “shade-tree mechanics” used to tinkering with machinery. And, facilities typically are dealing with more complicated equip- ment as they work toward automation. Tis situation highlights two of


the primary challenges facing the industry: training current or newly hired workers to handle increasingly complicated jobs and creating path- ways to entice young people to pursue a career in metalcasting.


Solutions: Internal Training and Tapping Local Resources


Metalcasting facilities utilize a


variety of approaches to build and maintain the skills of their existing workforce. Lodge Manufacturing, South Pittsburg, Tenn., for instance, has implemented several skills development programs. According to Dave Shouse, vice president of human services and co-manager of the plant, one program is focused on assessing worker skills for nine key positions in the plant, which produces seasoned cast iron cookware. To ensure train- ing is appropriate for each job, Lodge interviewed current employees to analyze the steps and skills required for each position. Employees identified skill levels they thought were required, and managers reviewed the input to reach a consensus. Once the baseline for skills in prob-


lem solving, math and reading were established, Lodge tested employees using the ACT WorkKeys job skills assessment system. Internal coaches then assisted individuals indicating a need for improvement. Another Lodge program created


new wage and position descriptions for workers looking to move into mechanical and electrical maintenance positions. Workers attend classes at Chattanooga State Technical College for half the work week and spend the other half working on basic repairs with more experienced plant person- nel. Te program lasts 18 months, allowing several people to rotate through each cycle. Bremen Castings, Inc. (BCI),


Bremen, Ind., has capitalized on local educational resources to develop its internal training program, says Carol


Education courses to further metalcasting knowl- edge are provided by such trade associations as AFS and the Institute.


Senour, human resources direc- tor. BCI partnered with the Purdue Technical Assistance Program (TAP) to develop its own skills assessment questions related to specific metal- casting tasks. Purdue TAP supports performance improvement within Indiana companies and organiza- tions through various programs and services utilizing faculty, students and staff in nine statewide offices. Working with educational insti-


tutions often is a two-way street. Companies can provide various means of support to schools, which benefit future students. Waupaca Foundry, for instance, supported Fox Valley Techni- cal College, Appleton, Wis., with financial contributions and also has donated equipment to the school. Dotson Iron Castings, Mankato,


Minn., worked with South Central College, Mankato, Minn., to provide seed money and serve on the advi- sory board as the college developed a mechatronics program. Mechatron- ics is a new and rapidly growing field that integrates electronics, mechanics, pneumatics, hydraulics and computer control systems to create new and improved automated manufacturing production systems. Trough the joint effort, the school added a program that benefits many students interested in advanced manufacturing. Dotson also has hired a number of graduates from the program. Te C.A. Lawton Co., De Pere,


Wis., received a Workforce Advance- ment Training grant in 2012 for its skills training program. Te company will use the grant for leadership devel- opment and team building. C.A. Law- ton, a manufacturer of industrial com- ponents, worked with the Northeast Wisconsin Technical College, Green


Bay, Wis., to complete the application process and develop a specific training program. Te grant supplements the company’s investment in a program involving casting, maintenance and administrative staff.


Innovative Initiatives Most times, experience is the best


teacher. Dotson Iron Castings applies this principle to its training efforts in several ways. Using the Japanese concept of gemba (the real experi- ence), Dotson regularly sends shop- floor employees to visit key custom- ers, according to company chairman Dennis Dotson. Employees realize the importance of their work during these visits, which also reinforces a corporate culture that values its workers. Shop-floor employees are included in visits to assess new equipment. Having operators involved in decision- making can pinpoint potential issues before the equipment is purchased and installed. Tese operators also adapt more easily to new equipment and are less resistant to change. Te upfront investment of time to assess equipment brings a quick and smooth implementation once it is installed. Another innovative train-


ing approach is Dotson’s exchange program, in which workers trade places with a counterpart from a non- competing facility. Tis allows workers to fully understand and evaluate processes that might present value in their own job. Te two-way exchange of information benefits both compa- nies and keeps workers from believing there is only one way to do things.


Investment in Training


Despite examples of companies and industry associations provid- ing effective training, education still takes a back seat in many sectors of the industry. Executives from Magma Foundry


Technologies, Inc., Schaumburg, Ill., interact with a wide spectrum of com- panies in the casting industry. Presi- dent Christof Heisser observed that decades of industry overcapacity have caused many companies to rely on cost cutting to stay in business. Lacking a long-range vision, these companies


April 2013 MODERN CASTING | 21


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