GA Manufacturing Extension Partnership (GaMEP) Georgia Tech

Shift Schedule Considerations

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There is little academic research as to the advantage or disadvantages of a 4-day; 10-hour (4/10) shift versus a 5-day; 8-hour (5/8) shift. When determining the best shift schedule for your operation, there are multiple things that you should consider. These include things such as employee desire, customer demand, efficiencies, and safety.

Key Considerations
Employee Desire
Statistics from the Society for Human Resource Management indicate that 31 percent of employees were in a compressed workweek schedule such as a 4/10 shift and a wide majority find it favorable. Wadsworth & Facer (2008) show that more than 70% of employees favor 4/10 schedules. Additionally, 2008, researchers from Brigham Young University conducted a series of surveys and found that about four-fifths of the employees reported a positive experience working that type of schedule. Surveyed employees listed improved morale, work-family balance, more daylight for leisure, time for second jobs, reduced commute time, and lower cost for travel and child-care as 4/10 benefits.

Customers and Suppliers
Customers
The pace of customer demand must also be considered when changing shift schedules. Customers may need to adjust their ordering cycle to adjust to your new schedule. If you are shifting from a 5/8 to a 4/10 schedule, you must consider the additional 2-hours of work per day. Does your order flow or work schedule provide 10-hours of work per day at the current pace? If you are considering a switch from 4/10 to 5/8, can the work be spread across the additional day and still meet your customer’s order flow?

Suppliers
You must also consider when your suppliers make deliveries. If you are moving to a compressed workweek, Just-In-Time inventory policies may need to be adjusted to ensure a sufficient supply of materials. This may mean changing order quantities and delivery dates. Also, your warehousing requirements may increase by at least 20%. Ensure you have sufficient space for the additional materials, or you may need to schedule multiple daily deliveries. If you are considering a move from 4/10 to 5/8 you may have to schedule additional deliveries.

Productivity
When evaluating productivity, few studies that overcome the problems of differences in the workforce or work practices. However, most of the data does not indicate productivity improvement differences between a 5/8 and 4/10 schedule. Companies must perform this analysis themselves over time to see how the different shift schedules affect the productivity of their workforce.

Employees can save money on transportation during a compressed work-week and companies may see a reduction in overhead such as electricity and water as the operation is maintained one fewer day per week.

An additional consideration is the condition of the equipment. Equipment that has been conditioned to run 8-hours a day would run 10 under a compressed 4/10 schedule. Maintenance plans and schedules may have to be adjusted along with the shift.

Smaller groups
Smaller support groups such as cleaning crew, maintenance, and the warehouse have been shown to have a slight increase in productivity when shifting to a compressed scheduled. The off-day in a 4/10 schedule allows these groups to perform some of their activities during times the operation is not running.

Safety
There is little data to suggest increased safety concerns in a 5/8 versus a 4/10 schedule. However, Dembe (2017) points to a variety of studies on the potential dangers that can occur as the result of the additional risks created when work demands exceed a certain threshold. Most of these studies suggest that the dangers are most pronounced when people regularly work more than 12 hours per day or 60 hours per week. Dembe (2005) found that the risk of suffering an industrial accident is raised by 37 percent for employees working more than 12 hours in a day. The risk is 61 percent higher for people in “overtime” shifts. Working more than 60 hours in a week is related to an additional injury risk of 23 percent. As the hours worked in those schedules increase, the risks grow accordingly.

Considerations when changing a shift schedule
Before you change from a 5/8 to a 4/10 or from a 4/10 to a 5/8, the research suggests that there be a program worked out in advance by both managers and employees. All concerned parties must be involved in the decision-making process and that there must be clear explanations as to why things may need to change.

Try starting slowly and implement one four-day work-week a month or one five-day work work-week a month. That will allow time to solicit feedback from your employees and customers. It will also allow time to adjust schedules for shipments and deliveries. During this time, you should monitor employee productivity to make sure goals are still being met.

Considerations when adding a second or third shift
Before adding a second or third shift to an operation, please consider the fact that multiple shifts may result in higher overall costs that are required for shift premiums, nighttime lighting, quality control, and safety measures. Research has also identified that the utilization of evening and night shifts causes higher rates of labor turn-over and absenteeism that could lead to project delays and cost overruns.

In addition, productivity across different shifts can vary greatly. This reduction reflects on a number of underlying factors, including less experienced employees, a disturbed social life, shortened and disturbed sleep, and disrupted circadian rhythm.

Figure 1 below shows the relative performance across a 24-hour day with the worst efficiencies seen from midnight to 6am.

Figure 1: Industrial performance efficiency over the 24-hour day


Note. Reprinted from “Shift work, safety, and productivity”, by Folkard, Simon and Tucker, Philip., Occupational Medicine, Volume 53, p. 96.

Conclusion
Changing or adding shifts can have a great impact on employee morale, efficiency, and safety. By considering the factors mentioned in this report, you can make the transition smoother for your organization.

References
Dembe, A. (n.d.). No, we shouldn’t switch to a four-day Work-week. Slate Magazine. https://slate.com/business/2017/09/you-dont-want-a-four-day-workweek.html
Dembe, A. E. (2005). The impact of overtime and long work hours on occupational injuries and illnesses: New evidence from the United States. Occupational and Environmental Medicine, 62(9), 588-597. https://doi.org/10.1136/oem.2004.016667
Facer, R. L., & Wadsworth, L. (2008). Alternative work schedules and work–family balance. Review of Public Personnel Administration, 28(2), 166-177. https://doi.org/10.1177/0734371×08315138
Folkard, S. (2003). Shift work, safety and productivity. Occupational Medicine, 53(2), 95-101. https://doi.org/10.1093/occmed/kqg047

By Ben Cheeks, with the Georgia Manufacturing Extension Partnership

Georgia Manufacturers Have a Story to Tell – GaMEP Client Survey

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Ga Manufaturers have a story to tell

During the next month, the Georgia Manufacturing Quarterly Survey will be delivered to companies across the state. This survey is a key benchmark that provides us with critical information on Georgia manufacturers’ problems, needs, and business performance. Through a third-party administered survey, we ask our clients to answer questions that will help evaluate the quality and usefulness of our services and the impact the assistance of GaMEP has had on their business.

By telling their story, companies can showcase the results of our partnership and work, so that we can continue to receive vital funding that helps us provide integral, low-cost services to manufacturers across the state. Companies self-report the results of working with the GaMEP, highlighting the impacts around cost savings, sales, and job creation or savings, that have been a direct result of projects within the plants.

GaMEP knows that these improvements leave a lasting impact, and each year we work with more than 800 manufacturers to advance the state’s economic impact. In the last year we have helped manufacturers reduce operating costs by $121 million, increase new and retained sales by $317 million, created and retained 2,074 jobs, and helped our clients make $159 million in plant investments to improve their operational efficiencies.

Many clients want to share their impacts with the GaMEP.  Through an interview process, we capture their results and create client success stories. These stories are a great way for companies to share their journey and outcomes. We then send the stories to our national sponsor, post on our website and social media channels, promoting the company and GaMEP’s impact. We, as a team, get excited to tell these stories and celebrate the wins, as it helps fulfill our mission of enhancing global competitiveness for Georgia manufacturers.

By showcasing the positive performance of our clients, we can attract more manufacturers to our state, build a reputation as the No. 1 resource for manufacturing excellence, and continue to grow and advance an environment that supports small to mid-size manufacturing companies.

The next survey period is active and runs from July 13 to August 19.

Here are a couple helpful tips for completing the survey:

  • Manufacturers will only need to complete one survey per year. If GaMEP has completed multiple projects, your Regional Manager will work with you to combine the impacts of all completed projects into one survey report.
  • During the survey period, your Regional Manager or Project Manager will be in touch to verify the appropriate contact and share more information about the survey process.
  • On the first day of survey period, the contact will receive a unique survey link via email from: moc.yevrustneilcpemnull@troppus.
  • Only one survey response is allowed by each company.
  • Clients should consider the totality of the impacts they have achieved in working with GaMEP and how those impacts have cumulatively been expressed in the last six-twelve months in results.

If you’d like to see some of the stories shared by other GaMEP clients, please visit the Success Story page on our website. Contact your Regional Manager with any questions, or if you are interested in having a success story written about a project we’ve completed with your team, contact GaMEP’s Marketing Strategist, Raine Hyde.

By Raine Hyde, with the Georgia Manufacturing Extension Partnership

7 Tips for Sustaining Your Manufacturing Company During COVID-19

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Manufacturing Plant

During unprecedented times in which your company is facing monumental challenges and uncertainty, it is more imperative than ever to be proactive and follow best practices to ensure business continuity. But as pressure mounts and the stress of the current COVID-19 situation continues to grow, the best path to sustaining your company may not be as clear as you would hope. Some companies are left with no choice but to halt production, send employees home, and wait out the storm, while other companies are looking at ways to improve their processes, reduce costs, boost employee morale, and even create new business opportunities. While it’s easy right now to focus on the negatives, there are still a variety of actions you can take to help your company’s long-term success. Not sure where or how to start? See our 7 tips below for using the time and resources you have now to help sustain and stabilize your company:

  1. Examine Your Supply Chain. Many manufacturers are working to respond to business disruption and supply chain challenges from the global spread of COVID-19. Rethinking your supply chain and evaluating alternative logistics options or identifying new sources of, or alternatives to, raw materials, equipment, packaging, or more could be essential to helping you manage some of the challenges you’re currently facing. If time and resources permit, you could even look ahead to the future at how you can optimize or transform your supply chain even further. Research some of the emerging supply chain technologies and new models that will help equip your organization with the ability to deal with the unexpected.
  1. New Business Opportunities. The state of Georgia is looking for manufacturers to switch gears during this time and begin producing, distributing, and storing critical health care items needed to fight the spread of COVID-19. This is a great opportunity to keep your employees engaged and keep your operations up and running during this time. Examples of items included in the critical item list are gowns, face shields, ventilators, masks, PPE, hand sanitizer, and more. For a complete list of needed items, click here: https://www.georgia.org/newsroom/press-releases/gov-kemp-calls-georgia-businesses-aid-critical-health-care-needs. If you are able to produce any of the critical care items, complete this online form: : https://www.georgia.org/gamep-c19. Additionally, the government has multiple contracts available for manufacturers to bid on. If you are interested in working with the government during this time and need assistance navigating the process, connect to your GaMEP regional manager at https://gamep.org/regional-locations/ and we can introduce you to the Georgia Tech Procurement Assistance Center program.
  1. Increase Communication. Currently, the chances of your employees feeling frustrated and uncertain are higher than they’ve ever been before. Increased two-way communication can play a vital role in improving your company’s culture and fostering a positive work environment (remote or not) even during difficult times. Help your people feel heard and acknowledged by communicating often and taking this opportunity to ask the questions you wouldn’t normally have the time to ask. You may come away with an idea for improving a process or identifying an issue you weren’t aware of before. Whether it’s by phone, video conferencing, or email, be an advocate for your team and let them know that what they say does provide value. GaMEP recently wrote a business guide, which includes the importance of communication, to help manufacturers get through this pandemic. Download the guide here. In addition, click here to find out more about the Managing for Daily Improvement (MDI) process that GaMEP has implemented in manufacturing plants across the state and learn how you can utilize MDI even in a virtual setting to keep the lines of communication open.
  1. Get Lean. Utilizing Lean tools and techniques can significantly impact your business for the better and help set the stage for long-term success. If you haven’t already become familiar with these process improvement methods, now is the time for you to start or continue your journey towards becoming a Lean manufacturing company. By using Lean principles, you’ll have the ability to better examine the processes within your operations to identify and eliminate non-value added activities to increase capacity and flexibility, as well as reduce costs. In addition to your processes, look at your utilities and see where you can reduce energy spending. Both of these are great opportunities to communicate with your employees, as they may be more privy to an element of your operations that could use a reassessment. Know that not all improvements have to involve spending. It may just require looking at a process from a different perspective – utilizing creativity over capital to achieve your goals.
  1. Study Your Financials. If you’re a small or medium operation that does not have the benefit of having your own procurement department, it may be a good time for those in leadership roles to examine the company’s financials and investigate any anomalies that may have occurred. Focus on individual categories of expenses and items that you don’t always get to spend much time reviewing. See something that doesn’t exactly add up? Take this time to investigate why and seek out an explanation if possible.
  1. Investigate Tax Credits for Energy Efficiency Products. Have you wanted to purchase new equipment for your plant, but hesitated because it would interrupt your operation? If your company has now halted or reduced production, now would be a good time for you to research the benefits of investing in new energy efficiency products. Discuss different options with your employees and determine what could help improve a product or process. Be sure to do your due diligence and take advantage of available tax credits and utilize appropriate tax forms to eliminate sales tax from qualified purchases. Here is a link that provides more information: https://www.georgia.org/competitive-advantages/incentives/tax-credits
  1. Tackle the “Business Wish List”. Many manufacturers have a list of items they’d like to eventually research or implement, but continue to put this list on the backburner because they either don’t have the time or assume taking on these projects would interrupt operations. If this sounds like a familiar situation, take advantage of the downtime you have now to revisit this list and see how many boxes you can check off with the help of your employees.

As we navigate this uncertain time together, GaMEP at Georgia Tech would like to remind you that we are committed to our mission, which is to help you, the manufacturers across Georgia. We have been helping manufacturers with many of these items during the COVID-19 pandemic, including supplier scouting, tightening up communications within a plant, developing a crisis recovery plan, and more.

We would like to be your resource for the latest information on the virus, and how this will impact your business. Please visit our resources page for the latest in helpful links, webinars, current information, and how you can connect with us so that we can assist you during this time at https://gamep.org/coronavirus/.

By Megan Johnson, with the Georgia Manufacturing Extension Partnership

What You Should Consider Before Implementing Electronic Work Instructions at Your Plant

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As technology on the shop floor continues to advance, manufacturers are becoming more aware of new software tools and mobile hardware platforms, such as tablets and hands-free smart glasses, that are making a significant impact on the manufacturing process. On the market today, there are a variety of wireless software applications and tools available that are making processes more efficient by incorporating the use of Electronic Work Instructions (EWI) and data analysis functionality. Designed to capture step-by-step actions, EWI are readily available to everyone who may need them on the shop floor via tablets or wearable electronic devices, and can significantly reduce the difficulty and time lag involved in keeping instructions up-to-date. With the use of EWI, manufacturing companies are able to eliminate the need for paper instructions and can begin their transition from a paper-based environment to a digital one, which will ultimately encourage enhanced productivity, improved operations and traceability, cost-savings, and increased customer satisfaction.

While it can be tempting for manufacturers to quickly transfer to a digital environment in order to start reaping the benefits, it is important to understand that not all of these software applications are a “one size fits all” package. There are several considerations that must be taken into account before implementing any new type of technology at your plant. To better understand the employee experience with implementing some of these new software tools in manufacturing environment, the Georgia Manufacturing Extension Partnership (GaMEP) at Georgia Tech recently worked with three different companies over the course of six months as they each investigated a different Software as a service (SaaS) platform. After conducting these implementations, GaMEP identified some of the challenges that the manufacturers faced and as a result came away with some lessons learned and tips for those who are looking to implement EWI through similar software applications. 

Understand your budget and what it will get you.

Before you sign off on purchasing a new software package, make sure you understand how this new technology can truly tie into your current system and what exactly is included in the package you are purchasing. If you are going to need integration with existing ERP systems and data import/export through the software, this must be accomplished through API programming. This additional programming may not be included in the basic software and can be costly ($10-50k) if you do require customization by the vendor. Be prepared to discover that not all standard reporting and visualization of results will meet all your needs and customization may be required to display data in the format required for the operation.

Be aware of the learning curve.

If you choose to implement EWI using smart glasses, be prepared to find that this technology may have a learning curve when it comes to navigating within the software. Detailed drawings or verbose work instructions have viewing limitations that must be taken into account when designing work instructions. Note that it may take some additional time and training before your employees become proficient using these new tools.

Find comfort in the cloud.

Understand that once you start using EWI, you will be moving from paper to digital storage, particularly through cloud-based technology. If you are not yet comfortable or familiar with storing your data and programs in the cloud, take some time to educate yourself on this process and decide if there are items that should remain stored outside the cloud, such as signed documents that could pose legal ramifications with noncompliance if stored digitally. Additionally, it is recommended that you have security measures in place to protect your data from getting into the wrong hands and to back up information regularly to ease the recovery process in case of a system crash.

Confirm a strong Wi-Fi connection.

If employees are going to be interacting with mobile electronic devices, a strong Wi-Fi connection throughout your plant is crucial. These devices will not be as effective if your plant is riddled with dead spots. Make sure you explore your plant to confirm there is a reliable Wi-Fi connection in all areas where employees will be using their tablets or smart glasses.

Evaluate your instructions.

The level of detail in your instructions may help determine which device will be the best fit. Smart glasses may be better suited for more simple instructions while tablets will be able to accommodate more detailed instructions. Especially in a case where there is a high product mix, you’ll want to choose a tool that will be able to handle communicating many different steps or part numbers.

The numerous benefits that result from implementing EWI are a strong incentive for manufacturers to make the switch to a digital environment. However, it is also possible for there to be some confusion as to whether your company is truly ready to make this transition. GaMEP, as an unbiased party to any technology in the marketplace, can assist you in this process by conducting a gap assessment to provide you with technology knowledge and recommendations. Following the assessment, you’ll be better prepared to determine what new technology you can implement that will align with your organization’s goals and make a large impact on your production and bottom line.

For more information on how GaMEP can help you integrate technology solutions, contact:

Don Pital, Growth Services Manager
Expertise includes: Ideation Process Management, Lean Product Development, Quality Management Systems
Georgia Manufacturing Extension Partnership (GaMEP) at Georgia Tech
ude.hcetag.etavonninull@latip.nod

 

Is Online Learning the Right Fit for You?

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Is Online Learning the Right Fit for You?

Online learning is not new to education or business. Actually, according to the 2015 National Student Clearinghouse Research Center, 5.5 million people participated in some form of a class that was offered online.

Start screen for an online course.

This number continues to grow, according to the Online College Student Survey. There’s been an increase in online interest and a steady growth of 1% every year since 2012 (Clinefelter & Aslanian, 2015). The research by Moore and Kearsley (2005), states that online learning is the chosen platform for learning for adults between the ages of 25-50, due to perks that include, scheduling flexibility, increased access to courses on unique topics, and lower costs.

However, when a person thinks of online learning, depending on their learning style or prior learning experiences their outlook may be one of dread or excitement. As for me, I jump at the opportunity to not being committed to attend a class at a designated day, during a designated time. I enjoy the freedom to learn new information when my brain tells me it’s a good time to retain the information I am learning. Not everyone learns in an 8 a.m. to 5 p.m. block.

Many who dread online learning think, “I’m not computer savvy enough,” but did you know, research shows that you don’t have to be a computer expert to take an online course? Actually, those who are not computer experts tend to perform better in online courses than those who are computer “savvy”.

When surveyed, people who said they preferred a traditional classroom setting stated that they valued the interaction with other students and could learn more through that interaction than through an online course. However, if your learning style is one of visual or auditory, you may actually prefer taking a course online rather than in a traditional classroom. During a well-designed online course, videos can be played multiple times, audio recordings reinforce what’s being taught, and you are given opportunities to practice new skills. Research conducted by Heather Kauffman (2015) showed that individuals who took a class online had an as high or higher success rate, than those who attended a traditional classroom course.

Do you think online learning could be for you? If you haven’t given it a try, I hope you will consider taking one of GaMEP’s online courses soon. GaMEP considers each course’s content carefully and determines the best way (or ways) to deliver the material to students. Several of our traditional courses are now available online, but we have developed some new online only subjects as well. Here’s a list of some of our newest online offerings:

  • Introduction to ISO 50001 + Basic Energy – Gain knowledge of foundational energy management terminology and concepts as well as basic elements of ISO 50001.
  • Introduction to ISO 50001 – Learn about ISO 50001 and how it relates to management responsibility, energy policy and planning, implementation and operations, and management review. 
  • SEP Update Course – Receive updates to the SEP suite of documents and be able to help organizations meet or audit the new requirements.
  • Integrating Additive Manufacturing with Traditional Manufacturing – Understand which factors to consider, including cost and logistics, when incorporating additive manufacturing into a traditional manufacturing operation.
  • Additive Manufacturing as a Secondary Process – Find out how manufacturers use additive manufacturing as a secondary or indirect process, including its advantages and disadvantages.
  • Industrial Network Integration – Discover common ways networks are used for manufacturing as well as practical network concerns and technology that allow industrial networks to function correctly.
  • Introduction to Composites – Learn about the basic materials used to make composites, how composites are processed, and the applications of composites in various markets.
  • Automated Systems and Control – Identify the common methods of industrial automation, describe the available technologies, and explain how they are applied in manufacturing.
  • Applications for Robots – Acquire an understanding of industrial robots, the pros and cons of using robots, and learn about their basic capabilities.

If you have any questions about the format of a course you are interested in, just send me a message. I am happy to help in any way that I can and make sure that you find the right course for you!

Written by Jennifer Stone, GaMEP Instructional Designer. Jennifer works with GaMEP project managers and region managers to develop effective traditional and on-line training course materials. She holds an Ed. S. in Instructional Design from the University of West Georgia, an M.S. in Educational Computing Technologies, and a B.S. in Elementary Education and Psychology from the University of North Carolina, Greensboro.

References:

Clayton, Blumberg, & Anthony. (2018). Linkages between course status, perceived course value, and students’ preference for traditional versus non-traditional learning environments. Computers & Education, 125, 175-181.

Clinefelter, D. (2015). Data from Survey of Online College Students Helps Institutions Thrive. ELearn, 2015(12), ELearn, 01 December 2015, Vol.2015(12).

Kauffman, H. (2015). A review of predictive factors of student success in and satisfaction with online learning. Research in Learning Technology,23(1), 1-13.

Thorpe, M. (1997). Distance education: A system view: MICHAEL G. MOORE and GREG KEARSLEY, Wadsworth Publishing Company, 1996. 290 pp ISBN 0-534-6496-4. Computers & Education, 29(4), 209-211.

National Student Clearinghouse Research Center Releases Fall 2016 Current Term Enrollment Estimates Report. (2016, December 22). Professional Services Close – Up, pp. Professional Services Close – Up, Dec 22, 2016.