May 2023 Volume 5

MEMBERS SPEAK

Reinvigorating the Workforce A Machine Repairman’s Guide to Resolving the Labor Crisis – Part Three By Ellen Campbell

“Now Hiring,” the sign reads. “Earn $26 per hour! No experience needed! We’ll train you! Apply within!” Ask manufacturers using this recruiting method, and they’ll recount the revolving door of candidates that stayed long enough to collect their first and only paycheck. Inflating the pay scale isn’t resolving the labor crisis. What’s more, reactive tactics like this are taking a toll on the morale of loyal, hardworking employees. In this final installment of “A Machine Repairman’s Guide to Resolving the Labor Crisis,” we’ll understand how proactive changes in the existing labor force will help resolve the labor crisis. In the last installment, “The Essential Tool: The Golden Rule,” we discussed the importance of treating others as you want to be treated as the antidote to the problem of dehumanization. We also discussed the relationship between human dignity, work, and a sense of purpose. No matter what your task is, your work is part of you. Write a report. Forge a part. Sell a product. It stands to reason, if a person’s work is dehumanized, then the person himself is dehumanized. When used genuinely and consistently, the Golden Rule is the tool that can inspire a person and invigorate his work. Consider Toyota. Lean Not Mean Rising to the challenge of manufacturing in post-WWII Japan, industrial engineer Taiichi Ohno cultivated a system of productivity at Toyota Motors called “Just in Time” manufacturing. Improving on Henry Ford’s “flow production,” Ohno’s high efficiency manufacturing philosophy influenced the global market by the 1970s. With increased competition and technological advancement changing the playing field, American manufacturers adopted Toyota’s lean philosophy to increase productivity. Yet, after five decades U.S. manufacturing hasn’t harnessed the power of “lean” when it comes to engaging and maintaining the work force. It seems that Mr. Ohno wisely understood what American manufacturers didn’t. “With a better tool, we can get wonderful results. But if we use it incorrectly, the tool can make things worse.”i Start with Respect Although the “Toyota Way” of lean manufacturing is renowned for its systematic methods of efficiency, the premise of this successful business philosophy is actually built on The Golden Rule. Servant leadership shapes Toyota’s code of conduct. “Putting ourselves

in other’s positions, we go beyond the impossible.”ii Starting with the individual and cultivating a vibrant work community, Toyota’s Respect for People principle sets a high bar for personal responsibility and continuous improvement.

Respect: We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. Teamwork: We stimulate personal and professional growth, share the opportunities of development, and maximize individual and team performance.iii

Maintain Quality Any machine repairman worth his salt will tell you to take care of your machine. Preventative Maintenance isn’t an industry buzzword, it’s good business. As part of his efficiency program, Mr. Ohno insisted on stopping machines to fix problems. This method of pausing to repair small problems maintains a high standard of production quality. Giving operators reliable tools to maintain machines shows respect for the person’s work and inspires a greater sense of their ownership of the process. Helping team members develop their skills and grow through their work is the engine of a successful company. “Toyota leaders believe people who are continuously improving are what have allowed Toyota to grow from a small loom company in a farming community to a global If you’re having difficulty hiring new team members at your plant, perhaps it’s time to take an honest assessment of your situation. Start your inspection like the repairman and look at what’s in good working condition before you analyze the broken parts. Consider the people who have contributed to the success of the plant. In a short order, you’ll realize that you have people whose skills and work ethic keep the wheels of success turning. When you consider the strength of your team members, it gives you a foundation to build upon. Collaborating with your team, there are ways that you can cultivate an environment that will inspire new talent to join your company. powerhouse.” Take Stock

FIA MAGAZINE | MAY 2023 90