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Shop Strategies 48 MoldMaking Technology August 2015 FOR MORE INFORMATION: A1 Tool Corp. / 708-345-5000 / a1toolcorp.com Erowa / 847-290-0295 / erowatech.com Siemens PLM Software / 800-498-5351 / plm.automation.siemens.com/en_us Lemoine / 248-960-5989 / lemoinetechnologies.com insight in the array of green, yellow and red bars in any given Pulse report (a practice that's yet another example of attention to detail). It also led directly to the installation of the Erowa Lifts described earlier. The Source of Success As noted earlier, the shop had intentions beyond breaking bottlenecks when it implemented that equipment. Strained muscles from repeatedly lifting heavy pallets were also a con- cern, and for good reason: Making the workplace a comfort- able, even pleasant environment is a top priority here. After all, people are the heart of any operation, and stressed, unhappy employees aren't conducive to the open, commu- nicative culture that the company is trying to build, Luther says. Staffers should feel empowered to challenge established practices and to provide honest feedback about their work and their jobs. Likewise, they shouldn't feel singled out or unfairly targeted when management issues its own challenges. Otherwise, opportunities for improvement could be limited. To encourage such transparency, Luther and the rest of the leadership make a point to be a regular presence on the floor. This not only ensures they're accessible; it also fosters crucial conversations about approaches and problems, not to mention simply getting to know the people in the proverbial trenches. At all levels, mistakes are rarely penalized; they're far more likely to be viewed as opportunities for improvement. This fos- ters innovative thinking. "Nobody likes failure, but it happens, and it's the way we all learn," Luther says. "If you're not failing, you're probably not moving forward very fast." Spending time on the floor also provides an opportunity to take note of the seemingly small details that actually make an outsized difference in an employee's day-to-day experience. A1's commitment to making a difference here has gone beyond more ergonomic lifting systems. During the past year alone, the company has invested more than $1 million in facility upgrades that have no direct impact on the manufacturing process. Among the most obvious improvements are two new break rooms that would look and feel almost like home kitchens if they weren't so large—a stark contrast to the sterile-feeling, lightly furnished spaces they replaced, Luther notes. A new workout room is complete with not only an array of basic exercise equipment, but also an on-site personal trainer who comes in a few days a week (more than half the staff has lost at least 20 pounds, he reports). Epoxied floors not only look nicer, but also contribute to a sense of pride and respect that motivates employees to keep the shop clean and organized. Enlarged windows throughout both facilities let in more natural light (and more mood-boosting vitamin D). As for artificial lighting, the company has replaced analog fixtures with brighter, digital ones that save energy. "People are everything," Luther con- cludes, noting that attention to detail should go beyond factors directly relat- ed to manufacturing a mold. Details about how people work—how they communicate, how they learn, what motivates them, what stresses them— can be just as important. • Keep up on the issues affecting mold manufacturing. • Interact with industry leaders and newcomers alike. • Share insights, observations, challenges and solutions . Participate in the MMT Blog The MoldMaking Technology Blog is designed for you, allowing you to participate in a dialogue among professionals in the mold manufacturing industry. Conversation. Communication. Community. Join the Discussion! MoldMakingTechnology.com/Blog