How to Motivate Shop Floor Supervisors

[Jim Wynne]

Jim,

Have you missed this post?

Stijloor.

Yes, but that's been corrected.

 

[ScottK]

Of all the responses in this thread so far, I think this one comes closest to the only sensible answer. At some level of the management hierarchy there is someone who could change the untoward behaviors of the supervisors in question, and it could most probably be done without firing anyone. The fact that this person chooses not to do so might be grounded in ignorance or lack of interest, but unless that person can be persuaded to change something, nothing will happen.

That's all well and good but what can you do when the management that can make these changes doesn't take your suggestions to heart much less care about morale and motivation as long as the company is in the black and deadlines are being met?

 

[palmer]

That's all well and good but what can you do when the management that can make these changes doesn't take your suggestions to heart much less care about morale and motivation as long as the company is in the black and deadlines are being met?

There is nothing you can do when those in charge won't do and stick to the status quo.

You either turn the other cheek or find another employer....

 

[ScottK]

There is nothing you can do when those in charge won't do and stick to the status quo.

You either turn the other cheek or find another employer....

it's unfortunate, isn't it.

 

[palmer]

More info... may be helpful...maybe not.....

The Plant Manager started out in mfg on the lowest rung in the plant... Worked his way up through the ranks over 18 years. He has first hand knowledge of how things have run at the facility.

But he DID start right out of college. So his entire exposure to mfg has been from ONE place.

My career started out similar but after 16 yrs at one place I was let go because I wouldn't conform to the status quo. Now I've been in 6 different companies and have a broad exposure to how different companies run.

I try to impart my past experience to coworkers and bosses so they can use this info for the betterment of the company. I don't force it, I give opinions based on experiences.

I understand the Plant Manager's dilemma, change without rocking the boat too much and moving the culture to another level. It isn't easy. I tend to be not too patient with moving things in the right direction.

He tells me I'm tenacious.

 

[somashekar]

More info... may be helpful...maybe not.....

The Plant Manager started out in mfg on the lowest rung in the plant... Worked his way up through the ranks over 18 years. He has first hand knowledge of how things have run at the facility.

But he DID start right out of college. So his entire exposure to mfg has been from ONE place.

My career started out similar but after 16 yrs at one place I was let go because I wouldn't conform to the status quo. Now I've been in 6 different companies and have a broad exposure to how different companies run.

I try to impart my past experience to coworkers and bosses so they can use this info for the betterment of the company. I don't force it, I give opinions based on experiences.

I understand the Plant Manager's dilemma, change without rocking the boat too much and moving the culture to another level. It isn't easy. I tend to be not too patient with moving things in the right direction.

He tells me I'm tenacious.

The most important thing in this situation is they accepting you as you are, and to make this happen leadership by example is one sure method. They have to see and feel that your thoughts and actions have stuff in them. Once this clicks ..then they will stick to you for more fruits ... Trust me.
Good luck.

 

[Red4165]

Hi All

Palmer - have you tried EXPOSURE in a professional manner with no emotion? As per recent posts, this comes with risk, but if handled with passion and professionalism without being seen as a witch hunt you may get senior Management on board especially if you can analyse and place a dollar figure on your solution.

What are the business goals? $$$$$$$$
Identify the specific goals, what is required to get there and who should be responsible?
Identify the results and trends to support your journey to reach the company's goal.
Present this to the management team as an opportunity for improvement................

Approach?? - draw a line in the sand and acknowledge the way things were done that is now longer acceptable and communicate the new way things are to be done.
Re-issue position descriptions and include kpi's that are attached to a bonus scheme.
As per a previous suggestion, set up their work stations on the factory floor, review, assess, simplify and confirm the acceptable computer time for data collection and reporting (i.e 25% of the day is on the computer) the more interest they show in their people the better the moral and output reducing absenteeism, waste etc etc.............

I have been in the same situation myself, exposure of what was hurting the business, solutions to improve and the tools to implement was the key to success.

Efficiencies, waste, absenteeism, staff turnover, team transparency.... all improved and I ended up with a promotion and the Plant Manager got the sack!!!


Cheers

JJ

 

[mehmetke]

More info... may be helpful...maybe not.....

The Plant Manager started out in mfg on the lowest rung in the plant... Worked his way up through the ranks over 18 years. He has first hand knowledge of how things have run at the facility.

But he DID start right out of college. So his entire exposure to mfg has been from ONE place.

My career started out similar but after 16 yrs at one place I was let go because I wouldn't conform to the status quo. Now I've been in 6 different companies and have a broad exposure to how different companies run.

I try to impart my past experience to coworkers and bosses so they can use this info for the betterment of the company. I don't force it, I give opinions based on experiences.

I understand the Plant Manager's dilemma, change without rocking the boat too much and moving the culture to another level. It isn't easy. I tend to be not too patient with moving things in the right direction.

He tells me I'm tenacious.

Hi Palmer,

two things to keep in mind regarding Plant Managers:

1. Everybody (QC, QA, Maintanence, operators...) keeps complaining about supervisors. Basically, PM is sick and tired of complains and now after 18 years, it is natural for him and probably does not care. it is not a issue for him. Therefore, do not try to convince him.

Good luck

 

[palmer]

Well.... well... well....

It looks like my badgering is paying off. The PM has been taking daily walks through the plant and getting on the supervisors if they are in the offices.

He had a meeting with them yesterday and part of the discussion was them needing to be on the shop floor more and the repercussions if they weren't.

For the last week I have noted a marked improvement of supervisors on the floor. I have told the PM this. Positive reenforcement on my part.

I'm sure it will revert some at some point and I will remind him again.... and again.... and again

Only time will tell now but I think the seeds are now planted and I need to cultivate them.....

 

[Frank Dotman]

Eliminating the non value adding people would not be the solution here ..... and by the way it is not an answer to the question. Normal people in a broken process always look terrible. The question is how to manouevre them back into a position where they will be able to add value. Why not start with drawing a high level process map with them and the plant manager, pinpoint opportunities and pick a few processes you want to improve. Then have them coordinate these process improvements.