"TODAY WAS A GOOD DAY AT WORK"
-says every person in your organization
Wouldn’t it be great if everyone on our team could make this statement every day?
Attracting and retaining a quality workforce is a top focus for 83% of manufacturers surveyed.
Manufacturers are working hard to fill open jobs and connect more Americans with rewarding careers, including through efforts like Creators Wanted, the industry’s largest campaign to build the workforce of tomorrow.
As an industry we are focused on continuing to improve perceptions — so that students, parents, educators and more understand the great opportunities available in modern manufacturing.
With new or strengthened initiatives, companies can engage new employees, keep existing employees and bolster their reputations of providing sought-after careers in their communities.
— Carolyn Lee, president, The Manufacturing Institute
(Deloitte Skills Gap in U.S. Manufacturing Report March 2022)
Almost 45% of manufacturing executives surveyed have turned down business opportunities due to lack of workers.
DEVELOP PATTERNS OF THINKING AND ACTING THAT ENGAGE AND INSPIRE
Strengthen your workforce by empowering people and organizations with skills that make for a good day at work, every day.
Our programs are designed to empower organizations with creating and sustaining an engaged, continuous improvement culture that supports innovation and operational excellence.
Foundational skills
Effective onboarding and training programs
Promote scientific thinking and rapid experimentation
Leadership development
Continuous improvement mindset
Change management
Organizations that address these aspects will be more competitive in attracting and retaining talent.
Some days at work are really challenging: problems come up, things go wrong, the unexpected happens….
- Are part of a team that they can rely on, and be relied upon to work together.
- Operate within a culture of mutual respect.
- Can expect communication will be timely and clear, even when it may be a difficult message.
- Have opportunities to continually grow and develop new skills.
- Can experiment for continuous improvement without fear of failure.
- Will be recognized for their contributions.
- Trust and believe in the vision and purpose of the organization.
What is the cost of having a bad day at work?
How can we move toward a good day, every day?
A good day when people: | Challenges that arise when we lack these skills | Cost of these challenges |
|---|---|---|
| Show up , ready for work | High Turnover and absenteeism | Turnover costs 33% of entry level worker salary, and 150% of middle management salary |
| Work well with others | Personnel issues, conflicts consuming Supervisor and HR time and resources | Supervisor salary for 30 minutes/day = 6.5% of their annual salary |
| Know what to do | Loss productivity due to workforce not knowing priority or direction | Production delay of 30 minutes = $1,875 /yr per entry level worker at minimum wage |
| Know how to do their work | Long training process, ineffective training | Twice the length of training could increase labor cost per unit by 40% |
| Work error-free: no mistakes, defects, scrap, rework | High rates of defect/scrap costing lost production capacity, material losses and poor service/delivery | A defect rate of 20% nearly doubles the labor cost and consumes more than half of production capacity |
| Work efficiently and make best use of resources | Inefficient processes are hurting margins, market competitiveness and poor service | Improvements to production of just 10% resulting in lower defect rates would yield 120% increase in output and reduce labor cost by 54% |
| Solve their own challenges | Supervisors and managers are overwhelmed with firefighting | Replacing a supervisor cost 150% of their annual salary, and firefighting 2 hours per day costs nearly 25% of one Supervisor’s annual salary |
| Contribute toward achieving strategic goals by properly assigning priorities | Only a few key managers understand strategic goals and are not connecting the entire workforce toward the shared goal | Slow improvements and strategic goal attainment cost the company missed opportunity, higher costs and risks losing market share. |