Words can mean different things at different times. It is easily confusing to understand the words diversity, equity, and inclusion (DEI) and their relevance to manufacturing. So, let’s clarify some of the common words. But first, the reality is that manufacturing has been introducing diversity into the workplace for decades, Rosie the Riveter exemplifies how six million women joined manufacturing in World War II. Jump forward to 2022 and the workforce is ever more diverse as demographic shifts reshape the workplace.
It’s probably never happened to you, but have you ever found that you don’t get good and useful feedback from your staff, teammates, leadership, and maybe even family or friends? You ask, then… crickets? It may be that you’ve trained them that way.
As we navigate past the pandemic, companies are facing the effects of the “great resignation.” Diversity and inclusion are no longer a nice to have, but an essential part of a company to thrive and grow. Research has proven over time that diversity, equity, and inclusion (DEI) practices contribute to organizational success, such as 70% more likely than their peers to capture new markets or 25% more financial returns above the national industry mean for companies that are top quartile for gender diverse executive teams.
This is an original article from the NIST Manufacturing Innovation Blog.
Up and down busy streets nationwide, the same six-word banners stand outside in front of hundreds of businesses. Affixed to poles on front lawns or hanging above entrance doors, these inescapable banners, while the numbers may vary, almost always have the same wording:
An original article from the NIST Manufacturing Innovation Blog.
The lean manufacturing movement came out of a desire to reduce waste and inefficiencies and improve productivity in the operation. Many manufacturers have also benefited from the resulting continuous improvement mindset as engaged employees became empowered to change things for the better.
IMEC is proud to recognize Stacey Curry Lee, Technical Specialist in Workforce Development, who recently achieved the International Coaching Federation (ICF) Associate Certified Coach (ACC) reinstatement.
Many organizations are experiencing the full force of change. This new speed of change is creating a shift in what employee’s value and what they are looking for in an organization. And because of this, organizations are now reflecting more on their culture and considering ways to enhance employee engagement and retention. Now is the ideal time for organizations to reflect on their legacy learning approaches and ask themselves: “will our existing learning approaches to enhance employee engagement, leadership development, change management, and problem solving help us transform our culture to best meet the future demands of our customers and stakeholders?” Perhaps, if the focus is on developing the team and not just the individual learner.
For years, those of us in operations have heard of or used the term “Gemba.” In fact, we often use the term quite loosely not realizing the Gemba is not just where the work is done, but where value-added work is done. A key understanding is how a well-executed Gemba Walk can help improve flow and value to the organization.
On the heels of the global pandemic comes yet another challenge for manufacturers to face: The coming of the “smart factory”. The factory that requires you to upskill your workers just to stay afloat and will leave you and your employees behind if you don’t start planning now. Right now.
This is an original article from JFF’s Center for Apprenticeship & Work-Based Learning.
The COVID-19 pandemic has hit the manufacturing industry hard, and apprenticeship may be one strategy toward a stable recovery.
As the novel coronavirus spread across the country and around the world, many manufacturers had to cut back operations and lay employees off. These moves contributed to the overwhelming surge in new claims for unemployment benefits, which had surpassed 40 million in just ten weeks as of May 23, 2021.