Workforce Development at a Small Shop, Big Shop
At this year’s inaugural Top Shops Conference, I moderated a workforce development panel consisting of a diverse group of people. Two of them were Mike Griffith and Reid Leland. Both men face the same problems of growing and retaining new employees, but the difference in scale of their shops means their approaches are a bit different.
- Mr. Griffith, chief operating officer of 400-employee Major Tool and Machine in Indianapolis, Indiana, highlights the shop’s efforts in employee development, care and engagement.
- Mr. Leland, president of 30-person LeanWerks, located in Ogden, Utah, describes some his shop’s worforce development tactics that largely required a bigger investment in time rather than money.
The maker of racing engine components produces parts that have many permutations within each product line. Here is how Jesel sets up work for cost-effective, responsive machining.
Read what shop owners had to say to someone who wondered whether he should open a very small shop of his own.
The retention knob is an unmistakably critical component of the machining process. However, the tightening of the knob itself can lead to the toolholder not seating securely in the machine. You may be losing tool life to knob tightness without even knowing it.