search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
Feature Article


Job Relations Dealing with conflict is an important part of a healthy work environment. For most employees everything at work has changed, including the layout of their work areas, break and lunch schedules, and in some cases, a reduction in the interaction with supervisors and managers. This can result in additional team tension that may be hard to detect until it reaches the breaking point. If individuals are struggling to get


along, getting involved early is key. Put the individuals in a room and start an open, honest dialogue. One technique that is helpful is


Continued from pg 17 With the leadership team on the


same page, the focus should move toward communication with the rest of the organization. Spend time with a leadership team discussing what should be shared, how it should be shared, and who will handle it. Misinformation or late information can impact the employees and their performance.


Keeping Score When the frequency or duration of direct communication is reduced, ensuring each employee understands their role and how their contribution impacts the success of the organization will help maintain engagement. In addition, assigning a metric to each employee to measure performance is another tool to improve and sustain performance. The 5-5-53


Leveraging Technology The lack of skilled workers is a common issue among investment casting foundries. Many managers lament being unable to find people who want to do the jobs within the foundry and who can show up on-time every day. Once an employee is hired, the other challenge is the amount of time required to train an employee. During World War II, there was


a shortage of skilled workers at a time when the demand on manufacturing was very high. As a result, the process called Training Within Industry was developed to quickly and efficiently train operators. Elements of these four programs can be utilized to improve performance within an investment casting foundry.


, an EOS tool is a simple way to


reinforce the company’s core values, the employee’s responsibilities and their individual performance metrics. Gino Wickman, in his book Traction,


outlines eight reasons everyone should have a measurable number, including accountability, teamwork, and a little healthy competition. In addition, this can help the employee understand her contribution to the achievement of the overall company goals.


18 ❘ November 2020 ®


Program Development This program provides a structure on how to solve production problems including defining the problem, developing a specific plan, putting the plan into action and then checking to ensure the action has the desired results. Using a troubleshooting tool such as the Issue Solving Track4


can assist in


identifying the true root cause of the problem, facilitating discussion around the issue and then taking steps to ensure that resolution will solve the problem forever.


The Job Method process includes: 1. State the organizational goals and how improving the process of how things are done will help achieve those goals


having each person list three strengths of the other person, then three weaknesses. In order for this to be effective, the person receiving the feedback needs to listen and, if necessary, ask clarifying questions, but can’t argue with the feedback. When the time comes to solve the issue, focus on the problem, not the individual. It can be difficult to take an


unemotional approach to a situation when emotions are involved. However, being effective at job relations requires the ability to address conflict in a healthy manner for the good of the organization.


Job Methods The Job Methods program was developed to teach employees to understand and improve their work and to sell their improvement ideas to their supervisors, peers, and upper management. In the age of COVID, employees


are working farther from their peers and supervisors. This distance may create the temptation to create a personalized “best way,” which may deviate from established best practices. In order to prevent this from happening, it is critical to provide a clearly defined process for making improvements to an established process.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32