People & Productivity Survey - Festo€¦ · WM discusses the findings of the People & Productivity...

1 | P a g e

In association with

People &

Productivity

Survey June 2013

A survey of 117 respondents

www.worksmanagement.co.uk July/August 2013 29

Why are you particularly interested in the

area of people and productivity?

As both a manufacturer and a company that

trains other organisations, we are very aware of the skills

shortage in manufacturing and engineering.

I passionately believe in helping to create a sustainable

manufacturing industry in the UK and that means having a

genuine understanding of the challenges organisations face

in terms of people and productivity and what we can do, as

an industry, to address them.

What do you believe are the main reasons for a

skills shortage?

It’s an accumulation of a number of different factors. There

is a clear lack of younger talent coming into the industry.

The research has shown that there is a high group of

employees in the 40-55 age category, where a lot of

knowledge and experience is held. This can be difficult to

transfer to the younger generation. The challenge is to bring

in young and enthusiastic employees, and then quickly

transfer knowledge so that the 10-15 year experience gap

can be minimised.

The survey has identified that talent development

and training is the most important management

issue. What can companies do to address this?

It’s a tough climate at the moment, and definitely a difficult

one in which to ask for investment, but this is exactly what’s

needed. We do have a conundrum. To meet the skills

shortages, employers often look for multi-skilled people – or

recruiting one person to fill the roles of two employees. This

makes recruitment a really difficult task.

Equally, when things get difficult and costs need to be

cut, reducing investment in training and development is

seen as an easy win. However, this is one of the reasons

that we’re in this position already. Manufacturers need to

understand that they have to upskill their own people and

take responsibility for investing in skills development. This is

especially important in the areas where there’s most

competition for people – skilled engineers and skilled

shopfloor positions.

Our automation division in Festo sees this as highly

important and invests heavily in training and development.

Yes, it does mean that we lose some good people to

competitors, but also we know that people really value the

investment, which helps retain them in the long term. We

recently wrote a white paper called ‘Manufacturing – It’s a

people business’ because people should be at the heart of

any business and long-term success.

Are apprentices the answer to skills shortages?

I am delighted to see apprenticeships back on the agenda

and believe that they’re important to raise the perception of

the industry and provide a viable career option. I’m pleased

to see that 62% of organisations are planning on taking on

an apprentice this year.

The survey has shown that enthusiasm and commitment

are key attributes when recruiting apprentices, yet there is

disappointment in the level of literacy, numeracy and

technical skills. Interestingly, through our own conversations

in the industry, it seems that the new apprentice schemes

are attracting a good quality of applicants. Perhaps it is

because individuals are considering apprenticeships as a

viable alternative to university and therefore this is raising

the calibre.

For our part, we’ve been spoilt for choice in the selection

of potential apprentices. This could also be because we

invest a lot of time in working closely with education

establishments providing an insight into the career

possibilities within Festo. This is important. To get the quality

of applicants, you need to put the effort into making your

organisation an attractive proposition for them.

Is the lack of qualified people putting pressure on

profitability?

There is a tendency to put our head in the sand over this

issue, as the industry is so busy coping with the pressure of

problems today. If this continues, the risk of not being able

to cope in the future grows. As the capable workforce

narrows, whether through people moving to new jobs,

retirement, or the presence of new technology, there will be

increasing pressure on maintaining service levels.

The research has shown that while the lack of skilled

people is not currently reducing profitability for many, some

of the industry comments have highlighted that many

shopfloor staff are working overtime. Managers are also

working long hours to fill in, which takes them away from

more strategic issues. This is unsustainable in the long term.

What do you think the future holds for

manufacturing?

We have been addressing skills shortages since 1867

when the first report was conducted into the industrial

skills base. However, I am optimistic as I see the industry,

further education and the government really working

together to reinstate manufacturing as one of the jewels in

the UK’s crown. ■

Skills for successWM discusses the findings of the People & Productivity research with Festo Training and

Consulting’s managing director Gary Wyles

People & Productivity 2013Festo Training and Consulting

www.festo-didactic.co.uk

Gary Wyles: “The

challenge is to bring in

young and enthusiastic

employees, and then

quickly transfer

knowledge”

2 | P a g e

Q1. Does your business suffer from a skills shortage?

Response Count Percentage

Yes 88 75%

No 29 25%

Total 117 100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Yes No

75%

25%

3 | P a g e

Q2. Has the situation got better or worse in the past 12 months?


Better 10 11%

Worse 38 43%

No change 40 45%

Total 88 100%

NOTE- Only asked of the 88 “Yes” respondents in Q1

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Better Worse No change

11%

43% 45%

4 | P a g e

Q3. In which of the following job roles are you most prone to suffer from

skills shortages?


Experienced engineers 32 36%

Unskilled/junior shopfloor

positions 5 6%

Skilled shopfloor positions 35 40%

Middle/senior management 11 13%

Other 5 6%

Total 88 100%


Others

Supply Chain specialists

Logistic skills

Leadership responsible positions

SAP IT

Multi skilled maintenance engineers

0% 5% 10% 15% 20% 25% 30% 35% 40%

Other

Middle/ senior management

Skilled shopfloor positions

Unskilled/ junior shopfloor positions

Experienced engineers

6%

13%

40%

6%

36%

5 | P a g e

Q4. Have you recruited skilled engineers from outside the UK to cover

shortages?


Yes 23 26%

No 65 74%

Total 88 100%


0%

10%

20%

30%

40%

50%

60%

70%

80%

Yes No

26%

74%

6 | P a g e

Q5. What’s the average age of your employees?


Under 35 7 6%

35-39 23 20%

40-44 44 38%

45-49 30 25%

50-54 10 8%

Over 55 1 1%

No answer 2 2%

Total 117 100%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Under 35 35-39 40-44 45-49 50-54 55+ No answer

6%

20%

38%

25%

8%

1% 2%

7 | P a g e

Q6. Please rate the following management issues in terms of concern to

your business:

0% 20% 40% 60% 80%

Succession planning

Employee engagement

Talent development and …

Employee churn

Maintaining morale and …

High number of staff due …

Difficulty in recruitment

Lack of management skills

56%

56%

62%

11%

59%

16%

44%

38%

39%

38%

34%

42%

34%

40%

45%

50%

4%

5%

4%

47%

7%

44%

11%

12%

Not important

Quite important

Very important

Response Count % Count % Count %

Very important Quite

important Not important


44 38% 59 50% 14 12%


51 44% 53 45% 13 11%

High number of staff due to retire

19 16% 47 40% 51 44%

Maintaining morale and motivation

69 59% 40 34% 8 7%

Employee churn 13 11% 49 42% 55 47%

Talent development and training

72 62% 40 34% 5 4%

Employee engagement

66 56% 45 38% 6 5%

Succession planning 66 56% 46 39% 5 4%

8 | P a g e

By assigning scores of 2 to “Very important”, 1 to “Quite important” and

0 to “Not important”, we can create a ranking by issue, where a high

score represents the most important issues.

0 50 100 150 200

Employee churn

High number of staff due to retire



Employee engagement

Maintaining morale and motivation

Succession planning

Talent development and training

75

85

147

155

177

178

178

184

9 | P a g e

Q7. Will you take on an apprentice this year?


Yes 72 62%

No 45 38%

Total 117 100%

0%

10%

20%

30%

40%

50%

60%

70%

Yes No

62%

38%

10 | P a g e

Q8. Which of the following attributes are you most looking for when

taking on an apprentice (rate in order of importance):

By assigning scores of 6 to “1 most important”, down to 1 for “6 least

important”, we can create a ranking by issue, where a high score

represents the most important issues.


0 50 100 150 200 250 300 350 400

Design skills

Technical skills

Literacy

Self confidence/ interpersonal skills

Numeracy

Enthusiasm/ commitment

123

237

238

242

274

398

11 | P a g e

Response 1 2 3 4 5 6

Enthusiasm/commitment 55 8 4 3 1 1

Literacy 3 11 20 17 13 8

Numeracy 5 15 28 11 11 2

Design skills 0 2 4 10 11 45

Technical skills 6 14 9 15 22 6


3 22 7 16 14 10

Response 1 2 3 4 5 6

Enthusiasm/commitment 76% 11% 6% 4% 1% 1%

Literacy 4% 15% 28% 24% 18% 11%

Numeracy 7% 21% 39% 15% 15% 3%

Design skills 0% 3% 6% 14% 15% 63%

Technical skills 8% 19% 13% 21% 31% 8%


4% 31% 10% 22% 19% 14%

Q9. How do the candidates you interview rate in these areas?

By assigning scores of 5 to “1 Excellent”, down to 1 for “5 Poor”, we can

create a ranking by issue, where a high score represents the most

important issues.


12 | P a g e

Response 1 2 3 4 5 N/A

Enthusiasm/commitment 15 26 22 5 2 2

Literacy 1 23 25 16 2 5

Numeracy 3 24 31 12 1 1

Design skills 0 4 22 21 17 8

Technical skills 5 11 27 18 8 3


6 21 31 12 1 1


Enthusiasm/commitment 21% 36% 31% 7% 3% 3%

Literacy 1% 32% 35% 22% 3% 7%

Numeracy 4% 33% 43% 17% 1% 1%

Design skills 0% 6% 31% 29% 24% 11%

Technical skills 7% 15% 38% 25% 11% 4%


8% 29% 43% 17% 1% 1%

0 50 100 150 200 250 300

Design skills

Technical skills

Literacy

Numeracy

Self confidence/interpersonal skills

Enthusiasm/commitment

141

194

206

229

232

257

13 | P a g e

Q10. What are the barriers to investment in apprenticeships? Tick all that

apply.


Lack of confidence in future

business growth 37 32%

Bureaucracy 26 22%

Lack of quality in local

college/training provider 27 23%

Quality of applicants 42 36%

Cost 30 26%

Other 26 22%

Others

Ability to manage / develop apprentices (quantity).

Apprentices leaving the company after receiving their training.

Business needs.

Company issues.

Employed three last year. No resource to train additional apprentices.

Inability to guarantee employment at end of apprenticeship.

Inability to plan following abolition of compulsory retirement.

No barriers.

0% 5% 10% 15% 20% 25% 30% 35% 40%

Other

Cost

Quality of applicants

Lack of quality in local college/ training provider

Bureaucracy

Lack of confidence in future business growth

22%

26%

36%

23%

22%

32%

14 | P a g e

No vacancies at the moment.

Not required at present. We have one already..

Not required in current climate.

Opportunity to recruit.

There is no development plan or consideration for an apprentice.

Time.

Time & internal commitment.

Time commitment required from us.

Took two on last year.

Two in training already.

We are currently fully staffed.

We do not perceive a barrier.

We have already taken one on last year.

We have enough for what we are trying to achieve.

We recruit graduates as part of the Companies training scheme.

We take on apprentices in line with forecasted retirements.

We take on Graduates instead.

Workload in the business is a variable unknown.

15 | P a g e

Q11. Has a shortage of skilled employees been a direct cause of

downtime/reduced profitability at your site in the past year?


Yes, frequently 19 16%

Yes, rarely 33 28%

No 65 56%

Total 117 100%

If yes, can you give us an example?

SEE APPENDIX 1

0%

10%

20%

30%

40%

50%

60%

Yes, frequently Yes, rarely No

16%

28%

56%

16 | P a g e

Q12. Have you had to sack any employees in the past year?


Yes 57 49%

No 60 51%

Total 117 100%

47%

48%

48%

49%

49%

50%

50%

51%

51%

52%

Yes No

49%

51%

17 | P a g e

Q13. What triggered the most recent dismissal?


Critical errors in job task 17 30%

Verbal insubordination towards

senior manager 4 7%

Verbal abuse towards a colleague 5 9%

Physical assault/violence 1 2%

Drug/alcohol abuse 6 11%

Punctuality 9 16%

Fraud of company expenses/

privileges 3 5%

Theft 3 5%

Other 9 16%


Others

Absence triggers.

AWOL.

Disregard of Safety Rules.

Failure to comply with health and safety rules.

0% 5% 10% 15% 20% 25% 30%

Other

Theft

Fraud of company expenses/ privileges

Punctuality

Drug/alcohol abuse

Physical assault/violence

Verbal abuse towards a colleague

Verbal insubordination towards …

Critical errors in job task

16%

5%

5%

16%

11%

2%

9%

7%

30%

18 | P a g e

Falsification of records.

Fraudulent performance sheets.

Internet misuse.

Lack of commitment, younger workers lack work ethic.

Poor attendance.

Q14. What's your view on the UK's employment law framework?


Highly effective: strikes an

excellent balance between

allowing employers to act in the

best interests of business while

ensuring individuals are treated

fairly

1 1%

Fit for purpose: not perfect but

on the whole ensures a fair deal

for employers and employees

71 61%

Ineffective: employees have too

much power - but it doesn't

stop us getting on with the job

37 32%

A major hindrance: creates a

minefield for us that is a major

barrier to business growth

8 7%

Total 117 100%

0%

10%

20%

30%

40%

50%

60%

70%

Highly effective Fit for purpose Ineffective A major hindrance

1%

61%

32%

7%

19 | P a g e

Q15. How do you monitor the working patterns of your employees?


Time and attendance software 74 63%

Paper based record keeping 14 12%

Excel spreadsheet 10 9%

Workforce management software 3 3%

No formal system 5 4%

ERP system 8 7%

Other 3 3%

Total 117 100%

Others

Cell/Tier review discipline.

Mix of time & attendance s/ware, paper-based, spreadsheet.

PDR system.

0% 10% 20% 30% 40% 50% 60% 70%

Other

ERP system

No formal system

Workforce management software

Excel spreadsheet

Paper based record keeping

Time and attendance software

3%

7%

4%

3%

9%

12%

63%

20 | P a g e

Q16. Please rate the following statements in terms of how strongly you

agree or disagree with them.

Response Strongly

agree Agree

Neither

agree

nor

disagree

Disagree Strongly

disagree N/A

We are skilled at measuring and interpreting data on workforce behaviour and using it to make business decisions on site

8 47 33 22 5 2

We gather too much data and no-one is really clear on how to use it most effectively

1 34 38 38 6 0


We are skilled at measuring and interpreting data on workforce behaviour and using it to make business decisions on site

21% 36% 31% 7% 3% 3%

We gather too much data and no-one is really clear on how to use it most effectively

1% 32% 35% 22% 3% 7%

0% 5%

10% 15% 20% 25% 30% 35% 40% 45%

We are skilled at measuring and

interpreting data on workforce behaviour and using it to make

business decisions on site

We gather too much data and no-one is

really clear on how to use it most effectively

7%

1%

40%

29% 28% 32%

19%

32%

4% 5% 2% 0%

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

N/A

21 | P a g e

Q17. How would you rate the morale of employees in your organisation?

0%

5%

10%

15%

20%

25%

30%

35%

Extremely high

High Better than

average

Average Low Extremely low

1%

21%

34% 32%

9%

2%


Extremely high 1 1%

High 25 21%

Better than average 40 34%

Average 38 32%

Low 11 9%

Extremely low 2 2%

Total 117 100%

22 | P a g e

Q18. What's the typical annual salary for the following positions at your

company?

Apprentices

Average salary is £13,100

Shopfloor


0% 5% 10% 15% 20% 25% 30%

£20,000-£24,999

£15,000-£19,999

£14,000-£14,999

£12,000-£13,999

£10,000-£11,999

< £10K

5%

29%

12%

23%

15%

16%

0% 10% 20% 30% 40% 50% 60%

£35,000 to £39,999

£30,000 to £34,999

£25,000 to £29,999

£20,000 to £24,999

£15,000 to £19,999

£14,000 to £14,999

£12,000 to £13,999

2%

4%

6%

26%

51%

4%

7%

23 | P a g e

Engineering


Management


0% 5% 10% 15% 20% 25% 30% 35%

£50,000 to £59,999

£40,000 to £49,999

£35,000 to £39,999

£30,000 to £34,999

£25,000 to £29,999

£20,000 to £24,999

1%

14%

20%

31%

26%

8%

0% 5% 10% 15% 20% 25% 30% 35% 40%

£70,000 to £79,999

£60,000 to £69,999

£50,000 to £59,999

£40,000 to £49,999

£35,000 to £39,999

£30,000 to £34,999

£25,000 to £29,999

£20,000 to £24,999

1%

7%

15%

38%

23%

15%

0%

1%

24 | P a g e

Response Count % Count % Count % Count %

Apprentice/junior Shopfloor Engineering Management

<10K 12 16% 0 0% 0 0% 0 0%

£10,000 to £11,999 11 15% 0 0% 0 0% 0 0%

£12,000 to £13,999 17 23% 6 7% 0 0% 0 0%

£14,000 to £14,999 9 12% 3 4% 0 0% 0 0%

£15,000 to £19,999 22 29% 43 51% 0 0% 0 0%

£20,000 to £24,999 4 5% 22 26% 7 8% 1 1%

£25,000 to £29,999 0 0% 5 6% 22 26% 0 0%

£30,000 to £34,999 0 0% 3 4% 26 31% 13 15%

£35,000 to £39,999 0 0% 2 2% 17 20% 19 23%

£40,000 to £49,999 0 0% 0 0% 12 14% 32 38%

£50,000 to £59,999 0 0% 0 0% 1 1% 13 15%

£60,000 to £69,999 0 0% 0 0% 0 0% 6 7%

£70,000 to £79,999 0 0% 0 0% 0 0% 1 1%

£80,000 to £100,000 0 0% 0 0% 0 0% 0 0%

Total 75 100% 84 100% 85 100% 85 100%

25 | P a g e

Q19. Which area of your site do you think has the biggest potential for

improvements in productivity?

Others

ALL areas can improve.

Business strategy and value engineering (total cost of ownership).

Engineering.

Everywhere!

Quality.

Supply chain.

Supply chain.

0% 5% 10% 15% 20% 25% 30% 35% 40%

Other

Shopfloor

Senior management/ leadership

Sales

Distribution

Admin/ HR support/ back office

7%

39%

22%

19%

1%

12%


Admin/HR support/back office 14 12%

Distribution 1 1%

Sales 22 19%

Senior management/leadership 26 22%

Shopfloor 46 39%

Other/No answer 8 7%

Total 117 100%

26 | P a g e

Q20. What's your current level of absenteeism?

0%

10%

20%

30%

40%

50%

60%

70%

80%

0-1% Between 1-7% Over 7% Don't know

19%

73%

2% 7%


0-1% 22 19%

Between 1-7% 85 73%

Over 7% 2 2%

Don't know 8 7%

Total 117 100%

27 | P a g e

Q21. What percentage of absences do you estimate go unauthorised?

0%

10%

20%

30%

40%

50%

60%

None Up to 10% 10-29% 30-49% 50% or more

36%

50%

8% 4%

2%


None 42 36%

Up to 10% 59 50%

10-29% 9 8%

30-49% 5 4%

50% or more 2 2%

Total 117 100%

28 | P a g e

Q22. What percentage of your workforce do you believe have taken

unauthorised sick leave (pulled a sickie) in the past year?

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Nobody 1-4% 5-24% 25-49% 50-74% 75-99%

5%

45%

37%

11%

1% 1%


Nobody 6 5%

1-4% 53 45%

5-24% 43 37%

25-49% 13 11%

50-74% 1 1%

75-99% 1 1%

Total 117 100%

29 | P a g e

Classification:

Which of the following best describes your primary job function?

How many staff are employed at this particular site?

0% 10% 20% 30% 40% 50%

Other

Handling/ distribution/ supply chain

Maintenance / Operations

HR / Training

HSE/Continuous Improvement

Head of Maintenance

Head of Factory Services/ Maintenance

Head of Production Operations

MD / CEO / General Manager

5%

4%

9%

4%

6%

8%

5%

43%

16%

0%

5%

10%

15%

20%

25%

30%

35%

1-99 100-199 200-499 500+

32% 31%

23%

15%

30 | P a g e

Which of the following best describes the industry you are in?

Thank you for sharing your views. We'll be discussing the findings of this

survey at the Great Productivity Debate on 25 June at a roundtable event

in London. The event will be held from 10.30 am - 3.00 pm and include

advice from productivity expert and author Gregg Gordon. You'll also get

to exchange best practice with manufacturing colleagues from a range of

OEM and SME companies.

0% 5% 10% 15% 20% 25% 30%

Textiles & Clothing

Plastics & Rubber

Paper & Board

Other

Metal Foundries & Processing

Instrumentation

General Mechanical Engineering

Food, Drink or Tobacco Production

Energy

Electrical & Electronic Engineering

Chemicals/Pharmaceuticals

Bricks, Pottery, Glass, Cement etc

Automotive industry

Aerospace/Defence industry

1%

3%

5%

5%

3%

7%

28%

8%

6%

15%

7%

2%

7%

4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

No thanks Yes, I would be interested in attending

91%

9%

31 | P a g e

APPENDIX 1 Because of relatively low level of skill, training takes too

long so we struggle to train people to cover other jobs in

the event of sickness etc. I must add that our rates of pay

are not great so we only seem to attract the unemployed.

Being contract manufacturers of safety critical precision

machined components it is imperative that we have highly

skilled employees. We have had occasions recently where

people who came to us as supposedly skilled cnc

operators but they struggle when faced with something

different or challenging and either find an excuse not to

carry on or make simple errors due to lack of knowledge

(which we can train them in) or lack of actually caring

about the quality of the product they produce (which is a

bigger problem).

CNC machine down due to absenteeism.

Coded welders.

Damage caused by lack of appreciation of process and

assumed competence rather than explicit competence.

Difficulty in meeting deadlines, product not correct when

sent.

Difficulty to meet delivery dates without working overtime

on shopfloor.

Downtime due to the only employee on holiday with the

skills required.

Due to moving people from one area to another to

mitigate redundancy. Aircraft electricians have a different

set of skills to Maintenance electricians but HR resource

tags highlight both as 'Electrician'.

Having issues on bespoke plant. Site is unable to repair

and rely on manufacturer to come to site and repair,

caused 24 hrs downtime which was unnecessary. The fault

was found to be quite a basic electrical fault and should

have been sorted by site without the need to involve

costly contract labour.

Inability of skilled shop floor personnel to find solutions to

basic engineering problems.

Increase processing time. Due date delayed. Poor quality

32 | P a g e

Insufficient number of skilled door builders to meet

customer orders.

Lack of basic skills on production equipment.

Lack of leadership and direction causes delays or wrong

prioritisation.

Lack of resource to keep on top of important projects and

therefore have to prioritise leading to some important

projects being neglected resulting in equipment

downtime!

Lack of skilled employees has meant engineers doing

craftsman’s work.

Lack of technical skill to understand the root cause of an

issue and then to fix the issue in the longer term.

Lack of shift cover and maintenance work not being

completed.

Lines stopped awaiting skilled Technicians

Lower skilled operators unable to perform tasks efficiently

and effectively.

Machines stood idle waiting for the next shift when

specific skills become available.

Mobilising equipment off site where need to problem

solve.

New customers wanted us to develop products for

manufacture with no formal specifications. This was time

consuming as this is not a part of our core business and

we lacked the dedicated skills to develop products and

methods in a timely manner preventing revenue earlier.

Possible loss of business due to the time taken to recruit a

new engineer within the business.

Qualified / suitable day shift electrical engineers very

difficult to replace / recruit - running teams without in

some cases

Rapid product implementation requiring good industrial

engineering

Recruiting experienced skilled engineers is a challenge

with very limited availability. It took me 6 months to

recruit a manufacturing and quality manager, holding the

business back.

33 | P a g e

Redesign of new products immediately after launch

Remake of products

Several occasions where engineers and middle managers

are covering multiple roles and as a result preparations for

planned maintenance activities (e.g. planned Outages)

have suffered resulting in waste, short notice loss of

availability to fit monitoring equipment, lack of sufficient

scrutiny of contracts etc.

Skilled Staff taking holidays during busy periods and long

term sick where we have insufficient skill cover

There are many people out in the engineering world

claiming to be tradesmen but unfortunately that is not the

case and quality is the area that is lacking most. Contract

personnel are a problem again in skills and quality area as

well as the cost to the employer increasing due to agency

costs also you find many contractors have no allegiance to

the company and are constantly looking for the next job

with longevity thus reducing productivity.

Time and cost of training on our equipment and cross

skills

Turned work away due to lack of workforce experience

Unable to resolve motion control issues. Inability to

design effective control system.

We are primarily a weaving factory so there is a shortage

of weaving experience when people retire or leave. It

usually takes at least six months in order to train a

competent person in weaving. Also on the maintenance

side we have the same issues, no experience of weaving

which is critical if you want to repair and maintain the

looms.

We have use contractors to carry out maintenance on

some items that in past years we may have considered

using internal labour. This can increase response time to

downtime as you have to wait on travel time etc. This is

balanced out by the increased flexibility you get in

resource

WE only have limited cover for certain skills on individual

machines, i.e.; thread rolling, forging, manual machinery Author: Paul Creber

34 | P a g e

Published by: Benchmark Research

Hawley Mill

Hawley Road

Dartford

Kent

DA2 7TJ

Copyright © 2013 Benchmark Research

All Rights Reserved. This document is the property of Benchmark Research. It is a

Benchmark confidential document. As such, it is the proprietary information of the

Benchmark Research and should not be duplicated, in whole or in part, distributed

outside of this company without the written consent of Benchmark Research.

People & Productivity Survey - Festo€¦ · WM discusses the findings of the People & Productivity...

Documents

Transcript of People & Productivity Survey - Festo€¦ · WM discusses the findings of the People & Productivity...