Developing Effective Welding Manpower: Learn from a Successful Model (Part 1)

How to push up an effective welding workforce that excellently achieves production goals and specifications and becomes dedicated to the company? Let’s take lessons from a successful model and get the satisfying answer!

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It will be a success if you manage to bring talents into the fold. And it will be a hit if you can develop an effective welding manpower. You can avail tips generously given by companies successful in building a talented welding team that work out their heart. Among them is Shapiro & Duncan Inc. – the third generation mechanical contractor with services in the mid Atlantic region. Its current manpower of 40 workers includes pipe cutters and fitters, plumbers, warehousing workers, truck drivers, and 6 pipe welders. 3 of them are the experienced with at least 4-year dedication to the company. The other 3 are newcomers with on the job for at most 90 days. Until 6 months ago, this company ran a three-welder shift, but as a matter of a work surge, it added another three-welder shift.

Let’s see how Shapiro & Duncan Inc. developed its welding team.

1. Develop a challenging and rewarding environment at workplace

Make all your worker efforts rewarded!

Welders in its fabrication shop are expected to end up an 8-hour day with 100 inches of welds or more completed. 99% of the time, its welders are able to attain that daily production goal as well as specification. How can this company get that satisfying result? Indeed,…

According to its longest tenured welder – Richard Youngbar, the key to this job success is to keep down the shield and keep welding. He is persistently motivated and quick to take the initiative. Youngbar has been dedicated to Shapiro & Duncan Inc. for over 10 years. His specialization is in gas metal arc welding (GMAW). As the most veteran welder, he also acts as the informal mentor to those newer to this welding team.

Youngbar and his team welders apply Fab Man - a custom-tailored project management software program, for staying on top of the work-flow. This software serves as a tool-kit for short interval planning (SIP) and time entry. Each welding workers clocked into this program at the start of his workday and chooses work orders which display how much time is allocated to challenge each weld. The welders are motivated to beat these times  bearing in mind that they are in charge of completing a weld that addresses the specification. A spool map showcases a drawing of what needs doing. When completing a work order, they clock out and choose a new one.

This way is another word of work planning. Indeed, with a specific planning, goal to be attained, workers find it easy to promote themselves.

For quality control, it is important to watch the welders when they are working. Look at closely every joint. Some complex weld might have to be sent to a vendor for an ultrasound or X-ray inspection, but for the most part, visual inspection is the standard determinant for whether its welders meet fabrication expectation. Also, the company gives individual welders pointers to help them perform the appropriate root pass, keep uniform bead, and most importantly, stay within the expected specs.

Building a challenging employment, this company manages to push up its employees, make most of their capability, help them with strength promotion and weakness improvement. Not only intended for a stimulating and inspiring environment, Shapiro & Duncan Inc. motivates its workers with worthy rewarding. Because they add value to the company, they would see value back. Specifically, aside from a commitment to its employees and equipping them the resources they need to do their job, it fosters good communication with them. Everyone here treat each other just like a family, and try to have some fun at free time every day. Admirably, Shapiro & Duncan Inc. has lost just one welder within the past 10 years.

To add it up, when the two sides – employers and employees, enjoy win-win benefits, anything called motivation, hard work, productivity, revenues can be handled well without much sweat.

See also:
Developing Effective Welding Manpower: Learn from a Successful Model (Part 2)
Developing Effective Welding Manpower: Learn from a Successful Model (Part 3)