This post has been de-listed
It is no longer included in search results and normal feeds (front page, hot posts, subreddit posts, etc). It remains visible only via the author's post history.
I work for a very large food manufacturing company. We treat our team members very well. There has been a trend with the newer generation that I would like advice to address.
Employees, for the most part, have a designated line. They are generally content and don't cause too many issues. I am lucky in that respect. Sometimes we have need to send an employee to a line they don't generally work. Lately, if the employee doesnt want to work on the line they say that they cant do it because their wrist hurts/ the line makes them sore etc..
My main concern is setting a precedent of, if you say this you wont have to work where needed. Some go to the extent of filing bogus reports and wasting my and my supervisor's time.
Should I make accomodations or should I draw the hard line? Any advice is appreciated!
We solved this at our food plant by revolving workers. Every team was rotated every week.
Subreddit
Post Details
- Posted
- 4 months ago
- Reddit URL
- View post on reddit.com
- External URL
- reddit.com/r/manufacturi...
Baked goods (biscuits or in US English, cookies) factory. 12 final lines, initial lines were only 5 as base was quite similar across product lines. About 400 people per shift.
Training shot from 2 weeks to 10 weeks.
For people to know where to go, when they clocked in with their ID, a small screen would show which dept they were working in today. This was an in-house tech solution, display tied to the schedule table.
Quality suffered for a quarter, after which it was back up. This just needed time. 1 year later, in our client's network, we were the best.
Maintenance teams got busier as teams if assigned to only a job set, wouldn't report minor stuff, like a half broken press button. This is seen as a problem, I see this as an advantage.
For management got a tiny bit harder to keep track of people working a week in case issues with the batch cropped up.
This cannot be applied everywhere. For eg. I can't put in someone in quality and test labs unless they have required education and experience.
Getting nearly everyone trained and certified for PIV/EIV. Our training team was the busiest ever in their life.
People complained about only have a single entrance to the factory building, and their distance being much farther some weeks and extremely short some weeks. This encouraged building/construction teams to now have four entrances. Clocking in became astoundingly faster for everyone.
One thing to keep in mind, job rotations, you have to rotate between everyone with a similar/same payscale. Because people like a forklift driver won't like if they're scheduled as a helper and make less pay. We tried our best to stay within 5% of pay variance.
Issues I dealt with. Obviously, there would have been more, which I may not be aware of.