November 2025 Volume 7

OPERATIONS & MANAGEMENT

• Use one shared language for quality—both in shop metrics and office KPIs. Expected result Smoother transitions, fewer tone-based conflicts, and conversations centered on problem-solving. Benefits of Cross-Generational Work Question: What is the greatest benefit of working with people of different generations? What people said Boomers value energy and willingness to learn. • Gen X values continuity and translation between strategy and operations. • Millennials value access to experience and clearer systems. • Gen Z values business insight and digital fluency. Why it matters The mix produces more than the sum of its parts. When tasks require collaboration, interaction happens by design. What to do • Setup replay: newer operator captures data, veteran narrates, supervisor documents. • Post-mortem replay: analyst lays out data, veteran explains judgment calls, team writes “lesson learned.” • Reverse demo: younger employee shows tool use, veteran flags what matters. • Two-deep signoff: shop and office decisions require both veteran and newer input. Expected result Faster learning, more depth in teams, and less reliance on single experts. What Companies Can Do Now 1. Formalize mentoring and reverse mentoring. 2. Standardize handoffs with clear one-page instructions. 3. Create idea forums with a 14-day decision window. 4. Make learning visible with “what we learned” logs. 5. Train for succession by eliminating single-point tasks. 6. Audit standards monthly. 7. Protect problem-solving time weekly. 8. Measure a few core metrics and post trends visibly. Closing Forging depends on both skill and shared knowledge. We need the pace and energy of newer employees and the judgment of experienced ones. As companies continue to implement policies and practices to encourage collaboration of their diverse workforces, there might be a need to test alternative ideas, collect feedback, and track results. The Next Gen Committee hopes this article can provide the first step in continued discussions around improved structures to support knowledge transfer, employee satisfaction, and teamwork across generations.

Expected result Lower average setup times, fewer last-minute calls to one expert, faster recovery when things deviate, and clearer handoffs in both shop and office work. Feeling Valued Question : Do you feel your ideas and innovations are valued? (0–5)

• Boomers: 3.0 • Gen X: 3.33 • Millennials: 4.07 • Gen Z: 4.67

What people said • Younger employees say they are heard, especially around new tools or reporting ideas. • Some experienced employees feel their suggestions don’t always gain traction. • Many noted ideas stall in pilots or email chains. Why it matters If decision-makers bypass practical experience or ignore engineered improvements, the organization pays twice. New ideas must be tested, not just acknowledged. What to do • Run short cross-disciplinary huddles where each person gets about 60 seconds. • Track idea cycle time using visible boards or digital trackers. • Close the loop publicly by reporting trials and outcomes. • Protect the standard by converting successful trials into formal work practices. Expected result Faster decision cycles, more small experiments, and standards that reflect both floor and office reality. Perceptions and Stereotypes Prompt: What do other generations think about your generation, • Gen Z is sometimes labeled tech-dependent or weak communicators; many disagreed, but acknowledged the significant benefit of technology in their profession. Why it matters Stereotypes cause friction in meetings, handoffs, and shifts. Surfacing them helps reveal where breakdowns occur. What to do • At project kickoff, each person states strengths and support needs. • Pair “own the result” with “show the method” so performance is visible. and do you agree? What people said • Gen X is often seen as dependable and steady; most agreed. • Millennials are sometimes labeled lazy or disloyal; many objected, saying they bridge experience and tech fluency.

FIA MAGAZINE | NOVEMBER 2025 35