Toyo Tanso is looking at Sales Travel expenses. What are other companies doing for per diems and for choosing accommodations? Thank you, Jim McLaughlin, Plant Operations Manager, P: 503.661.7700 Ext 342, C: 971.230.4312, jmclaughlin@ttu.com
Columbia Machine is looking to revise its system of evaluating when an employee is ready to advance to the next level and what skills, tools, training, etc. they need. Our current system is structured at levels 2-6 with an A&B level each. The system is limiting and makes it difficult to advance past a level 3B without jumping through several hoops. I am interested in learning how other machine shops assess their machinists to advance their employees and what their structure look like. Please comment on this post or contact Aaron Ramsey, Machine Shop Supervisor at aarram@colmac.com, Office 360.694.1501 x225 | cell 360.713.7037.
Myers Container wants to learn more about employee turnover: In this hot job market we are trying to gain a better understanding of why people leave good companies: Do you track turnover data? If so what is the %? Where do you recruit most of your laborers? Do you do exit interviews at the laborer level? If so, what is your finding for the most often reason they leave? Any information is greatly appreciated. Thank you, Rebecca Turner, HR Manager, O: 503-255-0557 x110
I’d like to know what amount other employers reimburse their employees for safety toe footwear. I’m trying to get data to see how our reimbursement amount compares with other companies. Thank you, Mack Stanley, EHS Specialist Leupold+Stevens
Cadet Manufacturing would like to know if anyone is using screw feeders in their assembly operations and would appreciate feedback and a tour, if possible, to see the solution in operation. A DTI brand unit was used for a while and we were less than happy with it for both jamming problems and ergonomics. Frank Twardoch, ftwardoch@cadetheat.com
Columbia Machine may implement the use of hard hats for their service technicians in the field as well as some, if not all of their manufacturing facility. This would be a new program for the company and if you’re willing, they would like you to share your company’s hard hat policy with them. Please send all responses to Kevin Litterell at KevLit@colmac.com. Thank you.
In 2008, a comprehensive survey on benchmarking was commissioned by The Global Benchmarking Network, a network of benchmarking centers representing 22 countries. Over 450 organizations responded from over 40 countries. The results showed that: Mission and Vision Statements and Customer (Client) Surveys are the most used (by 77% of organizations) of 20 improvement tools, followed by SWOT analysis (strengths, weaknesses, opportunities, and threats) (72%), and Informal Benchmarking (68%). Performance Benchmarking was used by 49% and Best Practice Benchmarking by 39%. The tools that are likely to increase in popularity the most over the next three years are Performance Benchmarking, Informal Benchmarking, SWOT, and Best Practice Benchmarking. Over 60% of organizations that are not currently using these tools indicated they are likely to use them in the next three years.
