Tag: labor

Keeping Focus on the Human Element

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A few weeks ago, while visiting one of our commercial glass customers in Texas, I had a few minutes to chat with the company’s human resources manager whom I met a few years ago during an open house event. Since that time, we’ve spoken on several occasions, and conversations have ranged from work related challenges to family, faith and hobbies.

During this particular trip, we got to talking about some of the labor challenges that their company, like many, continue to face. But the conversation went a little deeper this time. This HR manager views her job not simply through the lens of finding good, capable people to fulfill specific job descriptions—but through that of truly helping and elevating their understanding of the important part they play in the big picture. To her, finding candidates that might be needing a second chance, or are otherwise down on their luck, is also an important part of how she views her role as HR manager.

I bring up this anecdote because it struck me that, while it’s easy to get caught up in the latest trends and technologies surrounding automation and digital information, when you get down to it, this is still very much a business driven by people. You may have invested in an automated line—but that line doesn’t work without human involvement. And with that investment comes the responsibility to foster that human element in your plant.

But of course, it’s not so simple. In fact, I think that’s one of the biggest challenges any fenestration shop faces in today’s environment.

I wrote about investing in the employee of the future a few months ago, but it’s about more than fostering new skill sets. Are we taking the time to really communicate how new technologies and capabilities are impacting shop floor work? Are we making it clear that automation enhances jobs, rather than replaces jobs? Are we demonstrating how some of these technologies can help make jobs safer?

We also must consider some generational gaps that are at play when it comes to our labor. As of 2015, millennials surpassed Gen Xers as the largest generation in the workforce—and more and more, we’re depending on those younger workers to help get quality products out the door. For those of us who’ve been in the industry for a while, it’s easy to get stuck in “old school” ways of thinking. Whether it’s specific expectations of performance or job preferences, having an open mind can go a long way—and it can help us connect with workers at a time when that’s so important.

Speaking of human connection, it’s just about tradeshow season. I’ll be at the GlassBuild show in Atlanta, September 12-14, and I’ll be giving a few educational presentations revolving around some subject matter I’ve covered on this blog. You can find out more about the sessions here. I hope to see you there!

 Joe Erb is a commercial sales specialist at Quanex Building Products.

Getting Nimble: What to Keep, What to Outsource

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Summer’s just around the corner—and that means busy season is approaching for commercial door and window manufacturers.

However, to some customers that I’ve spoken with throughout the past few months, the busy season never really stopped, with winter bringing in more business than is typical. And as we look ahead, this year’s “busy season” might be busier than ever. Continuing growth in nonresidential building construction could bring up to 4.5 percent annual growth in the industry, according to one report. I’ve seen and felt that optimism recently.

An increase in volume brings greater complexity. More orders, more materials, and greater coordination among suppliers to get quality products out the door. Lead times get longer—something we’re already seeing in the commercial space, and a problem that could intensify if we’re not ready to meet the challenge. Not to mention our ongoing battle against a skilled labor shortage.

What’s Possible In-House? There are a few ways I see commercial door and window makers staying ahead in this environment, and the first is putting an emphasis on in-house capabilities. That isn’t to say that bringing new capabilities in-house is the answer—in a variety of cases, the opposite is true. But manufacturers should think about what, how and why different capabilities make sense to outsource versus accomplish in-house.

Consider a scenario where a manufacturer is outsourcing laminated glass from a supplier and bringing it in-house to insulate before shipping the completed units out to a customer. That may in fact be the most efficient process for the manufacturer to accomplish this; they’re getting a laminated product they trust and can more closely monitor quality and consistency when insulating the finished unit. For a different manufacturer, it may make more sense to have that supplier insulate the unit, too. It depends on the business, and where the highest value lies. And it’s something that’s worth closely investigating.

Consider a third scenario. A window manufacturer outsources its IG, but demand is spiking—as we anticipate might happen this summer. The manufacturer can compensate with more IG from its supplier, or it can handle overflow with in-house capabilities. Quality and consistency are, of course, critical here, and making sure your in-house insulating capabilities and equipment are on par with outsourced IG must be a part of such a strategy. But it can be worth the investment for the right manufacturer.

An Investment for the Future. Speaking of investments, businesses across the commercial glass space may take the opportunity afforded by a growing market to look into equipment upgrades. Automated equipment for all parts of the glass and window manufacturing process can help an organization boost its efficiencies, allocate labor strategically, and offer consistent quality through all projects.

All of those qualities—efficiency, labor maximization, and consistency—are going to be important in the coming months. And the organizations that act confidently and strategically on all three fronts have the most to gain.

 Joe Erb is a commercial sales specialist at Quanex Building Products.

How to Overcome a Labor Shortage

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There’s a similar story being told throughout the building and construction industry. I wrote about it in my last post and why it’s time to start thinking differently about IG production on a broad scale.

Of course, I’m talking about the skilled labor shortage. It was a hot topic at the GANA BEC Conference, which I attended in early February. Though the conference primarily targets commercial glass and curtainwall installers, many conversations mirrored those we’ve been having in the manufacturing space recently. How do we attract new talent? How do we transfer decades of institutional knowledge to a new generation of workers?

While it’s true that advancements in technology have enabled glass fabricators to weather the labor shortage in certain ways, we’re not immune to the labor shortage. Recruiting and retaining skilled workers remain critical challenges for any glass fabricator—and anyone in the fenestration industry at large.

Easier said than done, right? Especially when recruiting millennials to manufacturing positions—across all sectors—has proven an uphill battle. According to the Wall Street Journal, there will be an estimated 2 million unfilled manufacturing jobs by 2025, and it’s millennials who must be convinced to fill them.

Part of what we’re facing here is a perception problem. It’s become apparent that traditional manufacturing and installation jobs are unattractive to a younger generation, so it’s up to us to engage with these potential employees to show them the benefits and change that perception. There is money to be made, there are good incentives, and there is room for growth for those willing to put in the effort.

Also, as later noted in the Wall Street Journal piece, “For millennials choosing careers today, the most sought-after industry is technology.” It’s here that I sense another way in which the fenestration industry’s strengths may play well to the oncoming challenge.

We’ve seen how technology is transforming our industry, as high-speed automation has revolutionized some of our traditional manufacturing processes, allowing us to maximize labor in the face of a shortage. There are emerging ways to optimize these systems, taking advantage of new software solutions to streamline our processes from beginning to end. Robotics and automation itself require specific, technical know-how.

We need to communicate that our industry is one that is moving forward, looking ahead, and utilizes new and emerging technologies. For both recruiting and retention purposes, it’s worth considering partnerships with trade schools or universities to extend your influence with potential employees and as an investment in your current ones.

An investment, yes—but a worthwhile one to make as we forge ahead. What I found at the BEC Conference was a sense of camaraderie. Yes, though competition is fierce, we’re working together and sharing best practices to overcome a shared challenge. Our industry is alive and ready for growth, and there’s something in that for all of us.

Joe Erb is a commercial sales specialist at Quanex Building Products.