The Importance of Work Culture in Forges

December 25, 2014 / , , , , , , , , , , ,

For many industrial metal-cutting organizations, “company culture” is nothing more than a management buzzword that brings up images of Google employees playing video games and drinking lattes. However, work culture is a critical component to any company’s success, whether you are a Fortune 100 tech firm or a family-owned forging operation.

Take GM Motors as an example. After dealing with a huge safety crisis earlier this year, the auto giant is in the midst of a corporate makeover based largely on culture change. According to an article that appeared in IndustryWeek, CEO Mary Barr is trying to create a new culture at GM based on ownership, candidness, and accountability—three traits she hopes will set a new tone for the manufacturing company. To put it another way, Barr believes that culture could indeed be the key to GM’s future success.

On a macro level, the goal for any organization is to create a positive work culture. The challenge is figuring out how to accomplish that within the confines of your operation. An archived article from Forbes gives a list of five tips for creating a successful office culture; however, they are applicable to any work environment:

Managers who think their operation doesn’t have a work culture—or that they don’t need to bother cultivating one—are quite mistaken. If there are employees, there is a culture. The real question is whether or not it is a positive culture and, even more so, if the culture reflects the long-term goals and ideals of the company. Defining an operation’s work culture requires managers to take a hard look at the DNA of their operation. Is safety a priority or a value? Do managers walk the floor and interact with operators? Do you involve plant-level staff in process improvement activities (a key element of lean manufacturing)? What are the attitudes of the staff? Are you just filling positions, or are you strategically choosing employees that reflect your company’s ideals?

What does this look like in a metal-cutting environment? Scot Forge, a metal forging operation based in Spring Grove, IL, states here that their company has a “unique culture” built on employee ownership, continuous improvement, safety, reward, camaraderie, and community.

Yarde Metals, a metal service center featured here in a series of case studies, also shows that a positive work culture doesn’t mean management can’t have high expectations. According to Greg Sioch, lead foreman, operators at Yarde know that if quality isn’t maintained, they will be held accountable. “If a piece of material is rejected by the customer, we know who cut it, so it goes back to that associate and they are held accountable,” Sioch says. “That’s our culture. The associate is expected to follow their procedures and hold that quality.”

With the new year upon us, perhaps it is time to take a closer look at your work culture and see how it lines up with your 2015 goals. By asking a few critical questions and instituting some of the strategies suggested in Forbes article, managers can objectively evaluate their facility’s current work culture and, more importantly, start to institute changes to make it better.