Page 38 - MetalForming May 2012

Workforce Development\Oberg Industries
MetalForming/May 2012 www.metalformingmagazine.com
“I really like the alternate work sched- ule,” says toolmaker Bill Hewitt. “We can start at different times as long as we work 10-hr. days and our schedules don’t conflict with machine operations on the next shift. I work from 5 a.m. to 3 p.m., which allows me to spend more time with my family.”
pay program and paid bonuses of 3.34 percent. These bonuses are paid on all earnings, including the company’s standard overtime (where a 50-hour work week is normal), shift differen- tials and other premiums. Thanksgiv- ing gifts and Christmas bonuses, spe- cial vacation-accrual incentive depending on the average hours worked all year, a frozen defined-ben- efit retirement plan, ESOP retirement plan and matching 401(k) plan are other perks. Employees are recognized through a service-awards program as well as merit and values awards.
Software Streamlines Training
Recently purchased software pro- vides recordkeeping for training, allowing Oberg to track training and assignments related to the firm’s var- ious aerospace, medical and other certifications.
“In 2011, we added the AS9100 Rev.C aerospace certification as well as the ISO 1345 medical certifica- tion,” says Dave Rugaber, Oberg exec- utive vice president, sales and mar- keting. “These certifications, above and beyond what we typically do for our typical ISO standards, required additional training documentation.”
“With the software,” adds Proviano, “we are more diligent and getting bet- ter at keeping tabs on the competen- cies and skill sets in the organization.”
A better handle on training, result- ing from the sotware, enables Oberg to tailor its training programs and avoid time- and money-wasting instruction that may be repetitive or inconsequential.
Technology Investment Spurs Hiring, Training
The company recently held a career open house to find experi- enced talent or potential employees with the aptitude and drive necessary to enter the apprenticeship program. New hires are needed to run metal- forming and machining equipment that Oberg consistently adds to its stable. Over the past 3 yr., the com- pany has invested more than $10 million in capital equipment, includ- ing milling, turning, and multiaxis machining centers as well as stamp- ing presses and EDM equipment. While many industrial companies held back on equipment investment while riding out economic uncer- tainty, the unique level of capital spending by Oberg over this period represents a commitment to employ- ees and shareholders that the com- pany is in business for the long haul. Of course, adding new equipment means preparing employees to run it.
“To operate such advanced equip- ment, we are hiring more seasoned people,” says Chambers, “and we are using the National Institute for Met- alworking Skills (NIMS) performance standards to assess them and learn how we can augment their skills with
“In our industry, it’s hard to find good people and keep them,” says purchasing manager Eric Johnson. “Taking the time for training shows that the company cares.”
“I came here wanting to learn and didn’t want a dead-end job,” explains quality inspector Nancy Macurdy. “I went through the apprentice journeyworker training, and kept telling my boss that I wanted to learn more. Here, if you have the desire to learn and a positive work ethic, you can take the career path that you want to. The pay is good, and Oberg has provided me with a good job and family balance.”
our own training programs.”
Oberg has tweaked its training pro- grams to match the requirements of operating its newest and most sophis-
ticated equipment, says Wagner.
“As we populate the floor with new equipment,” he says, “we see a need to have a short-term training mission or platform in tandem with the longer- term apprentice program. So we might hire someone with minimal experi- ence but who can learn how to run that machine with the notion that they will be productive one week after they get here. So we will train for that, but the training does not end there. These personnel then will enter our formal
long-term training programs.” Company-wide, including non- U.S. operations in Costa Rica and Mexico, Oberg’s employee base has risen by 11 percent since 2009 to a total of 728 employees. In 2011, the firm added 40 employees and is look- ing to add 20 more in the near future. For employees already in the Oberg Industries fold, the company has embarked on a project-manage-
ment initiative.
“We are providing formal training
for about 20 employees whom we have identified as having the skills and abil- ities to become project managers,”