Page 37 - MetalForming February 2013

Marlin Steel Wire Products LLC\Workforce Development
www.metalformingmagazine.com MetalForming/February 2013
loading and unloading of more trucks, creating a U-flow style of manufacturing to provide a logical route of raw material to production and then to shipping. Other improve- ments include doubling the number of skylights to allow robot operators to inspect work in natural light, paint- ing walls a reflective white to better eyeball product quality; sealing and painting the floors so ease cleaning; and doubling engineering office space. The company also has increased warehouse space.
“We are huge about keeping work in this country,” says Alex Levin, Mar- lin chief financial officer. “The Unit- ed States cannot lose its industrial base. So we value ingenuity. Race to
the bottom on price and you will lose every time.”
Earning extra pay via the combi- nation of undergoing skills training and meeting production goals is an ideal arrangement, and a major rea- son why Levin recently joined Marlin.
“Incentives at Marlin are not just based on production and output,” he says. “We are incentivized to grow and learn by cross-training—by building skill sets—which ties into the company’s strategic objectives. Tactically, we compensate our employees and incentivize produc- tivity and knowledge, which adds value to the company, and adds to employee health and welfare. If a new employee can run a punch press,
and within a year or two can run a punch press, laser cutter and a robot —with each incremental skill set gain comes an incremental increase in base compensation. Beyond that, producing at a high-quality consis- tent level brings the ability to make significant dollars above base pay.”
Bonus and skill set programs pos- itively affect recruiting, according to company officials. Marlin partakes in a temp.-to-hire program, where temporary workers can work their way into full-time employment over time, typically three months. Though not eligible for bonus programs, tem- porary workers see the publicly post- ed charts, according to Greenblatt, giving them incentive to follow a path
From Temp. to Production Manager
Six years ago, Andy Croniser
began his Marlin career as a tempo-
rary worker in a welding cell. Through
his six-month temp. assignment and
for two more months as a full-time
employee, he learned all facets of the
cell, graduating to the role of cell
supervisor. Over time, Croniser took
on additional duties, taking advan-
tage of training to ultimately earn the
title of production manager two-and-
a-half years ago. In this position, he
is responsible for all facets of Marlin
production, including scheduling—
people as well as product to make
sure all production cells are fully
stocked to meet manufacturing
needs. He also establishes and tracks
production goals. Another facet of his
work involves working closely with
designers, making sure that every
print matches up with the production
bility and customer price. Croniser even teams with the sales staff to develop quotes.
Recruitment, hiring and retention also fall under Croniser’s umbrella. Marlin recently brought on a consultant to help develop an assessment test, which Croniser is set to employ in order to gauge potential hires.
“I also help train production staff,” he says, noting that he himself takes full advantage of Marlin’s training program. “If it is my job to make sure a machine is running, I want to know how to run it. The more you know the more you can make, which was the biggest incentive for me. It brings job security, too. I don’t want to be disposable, especially in this economy.
“At industry association roundtables,” he continues,
“while many manufacturers were gloomy in their assessments for the past couple of years, we were able to discuss our growth. We haven’t had to cut an hour from anyone here, that I recall, and wages and benefits at Marlin are top of the line. From top to bottom we have dedicated people and a good atmosphere. We have a good core group of employees and we try to add to that by bringing in people who are willing to learn. We are close, and push each other in a good way. That is why we are suc- cessful, and it is my job to help pro- mote that.”
The three-person Marlin safety committee, which Croniser heads, meets once a month and conducts company-wide safety inspections.
The 1457 consecutive days without a lost-time incident as of this writing is testament to the committee’s efforts and the safety focus at Marlin. The company twice has brought in MOSH, Maryland’s OSHA arm, to conduct safety assess- ments.
“They found 16 items that needed improvement on the last check, and we improved every one,” Croniser says. “Drew directs us to do whatever it takes to address safety items, so safety awareness comes from the top at Marlin. We also stress housekeeping. We have a very clean shop, and we addressed that initially three or four years ago by changing the culture. We made shadow boards to make sure tools and equipment were stored safely for quick access, and devel- oped a cleanup board that gives employees a checklist of housekeeping items to address at the end of each day.”
cost, equipment capa-