August 2026 Volume 8

OPERATIONS & MANAGEMENT

make decisions, solve problems and accept responsibility while experienced employees are still available to provide guidance. A staged transition can be especially effective. The successor may begin by observing the role, then perform selected duties with supervision before eventually taking primary responsibility. For leadership positions, this could include managing a project, leading a meeting, developing a budget or handling a customer issue. For technical roles, it could involve completing setups, diagnosing equipment problems, reviewing quality data or training another employee. Allowing successors to practice also helps companies determine whether the individual is truly prepared for the position. A strong technical employee may need additional management development before supervising others. A promising supervisor may need greater exposure to finance, customer relations or strategic planning. Manage the Human Side of Transition Succession planning is not simply a technical exercise. It involves careers, relationships, identity and trust. Departing employees may be concerned that documenting their knowledge will make them less valuable. Successors may feel pressure to perform exactly like the person they are replacing. Other employees may question why one individual was selected for advancement.

Leaders should communicate clearly about the purpose of the transition and recognize the contributions of both the departing employee and the successor. Experienced employees should be positioned as mentors whose knowledge is helping secure the company’s future. At the same time, successors should be given room to lead in their own way. The objective is to preserve valuable knowledge, not prevent future leaders from improving processes or introducing new ideas. Make Succession Planning Part of the Culture The strongest succession plans are not stored in a file and reviewed only when someone resigns. They are reflected in everyday operations. Cross-training, mentoring, employee development, documented procedures and regular talent discussions all strengthen an organization’s ability to manage change. They also provide benefits beyond retirement planning, including greater flexibility during vacations, illnesses, promotions and unexpected departures. For forging companies, the stakes are especially high. The industry depends on specialized knowledge that cannot always be replaced through a job posting or a short training program. By identifying critical roles early, developing multiple potential successors and intentionally transferring knowledge, forging companies can navigate leadership and workforce transitions without losing the experience that took generations to build.

Capturing Knowledge in Action During FIA’s recent Theory and Applications of Forging and Die Design course, FIA member Gemini Group took a practical step toward preserving valuable institutional knowledge. The company set aside time to interview forging industry veteran and expert Terry McInerney, capturing his experience and technical insights on video for future use by employees and clients. The recording allowed the Gemini Group team to document Terry’s firsthand perspectives, lessons learned and specific “forging insights” developed over decades in the industry. By creating a lasting resource that can be shared with future employees, Gemini Group demonstrated a simple but effective approach to succession planning— preserving critical expertise before it walks out the door.

FIA MAGAZINE | AUGUST 2026 43