It’s About Productivity –Polischuk

A couple of news items I ran across recently reminded me of some fond memories from the years I worked in manufacturing. Both items dealt with companies that were improving productivity. One item was a press release from Goldenrod Corp. describing its involvement in upgrades at a customer location. The other item, in The Economist, explained how a Greek company dealt with its employees when the company was facing difficult times.

Goldenrod's customer, Rhode Island-based Arkwright Advanced Coating, was looking for affordable ways to improve productivity from existing machinery, according to Giorgio Girardi, plant engineering manager for Arkwright. On Goldenrod's recommendation, Arkwright installed new differential shafts as a retrofit to its older slitter/rewinders. The benefits were immediate, said Girardi. In addition to much faster set-up time for the shafts, the rewinders were able to run at higher speeds—at least 30 percent faster. "We achieved great results from a relatively simple upgrade," noted Girardi.

I don't know how many times I saw similar results while working with operators on the plant floor. Simple solutions to real problems—making operators' jobs easier and reducing their frustrations—provided real returns.

Across the pond in Greece, a country in dire economic shape, The Economist mentioned how one company dealt with a serious business dilemma. The Greek retailer was in a position in which it needed to either cut costs by 20 percent or increase productivity by the same amount. It chose to increase productivity by engaging with its employees to "work harder" in exchange for a commitment to not cut wages or jobs. The retailer now has fewer employees in each store, while being able to add stores and grow.

For me, the fond memories these items conjured up involved working with operators. I had the good fortune of working for the majority of my time in manufacturing in a plant that practiced "participative management." All employees were involved in the management of the operation (to different degrees). We solved problems, resolved policy issues, communicated and discussed wages and benefits, argued, ate and drank, played softball—and grew and prospered as a result. At this plant, it was not a cliché to say that employees were the company's most valuable asset. When treated fairly and with respect, there is no doubt that companies can get tremendous return on (these) assets.

On a side note, the trade show season is gearing up. March is heavy on association conferences—including FFTA's Annual Forum—followed by CPP EXPO in April and drupa in May. Hopefully, you will be able to attend some of these meetings to take advantage of the benefits they provide.

Tom Polischuk, Editor-in-Chief

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They can be addressed to Editor, packagePRINTING, 1500 Spring Garden St., 12th Floor, Philadelphia, PA 19130, or tpolischuk@napco.com.