Flexing Your Workforce: Maintaining Labor Effectiveness During Volatile Demand
On-Demand Webcast - 01hr 02 min
As the supply chain becomes leaner and more volatile, it becomes more difficult for manufacturers to balance the desires of the workforce such as the expectation for a 40-hour workweek with the demands of the business. Unlike retailers, who can more easily match employee shifts to the coverage needed in their stores, manufacturers face more limitations on flexing the workforce to demand.
When manufacturers are unable to deploy the workforce to meet fluctuating demand, increased WIP and delivery delays can occur. Fortunately, most manufacturers intuitively understand that the workforce can be their most flexible resource. There are various methods for flexing the workforce while still maintaining positive labor relationships, including the use of part-time, contract, and seasonal workers, redeploying resources, and allowing overtime pay. Each has benefits and implications for your business.
Flexing the workforce is an efficient way to maintain labor effectiveness during changing demand. But when it's used ineffectively, it can act as a buffer that masks inefficiency. An overall workforce flexing strategy, combined with regular coaching of supervisors on effective use of flexing tactics and performance measurement, can give you a competitive advantage in the supply chain.
In this informative webcast, learn how manufacturers are improving resource utilization and balancing business demands with the desires of the workforce. You'll hear about a variety of ways to flex your workforce and create an agile, lean supply chain, while still maintaining positive labor relations. |
 |  | Chris ChiappinelliOnline Editor, Managing AutomationChris Chiappinelli joined Managing Automation as Managing Editor in 2005 and became editor of ManagingAutomation.com in 2007. Prior to that, he spent five years as associate editor and online manager of Area Development, a magazine dedicated to facility planning for manufacturers, and the leading publication in its field. Chris attended the Newhouse School at Syracuse University and graduated with a degree in magazine communications. |
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|  | David CarusoPrincipal, David Caruso & Associates, Inc.David Caruso is the founder and principal of David Caruso & Associates, Inc., a consulting firm specializing in manufacturing, supply chain, and technology strategy. A recognized veteran bringing more than 30 years of manufacturing and technology industry experience to his clients, David has worked with many Global 2000 manufacturers and has led research on enterprise applications, supply chain, CRM, manufacturing industry best practices, and ROI and business case development related to technology investments. He has extensive operational experience in all aspects of manufacturing processes and technologies, is a frequently requested keynote speaker at leading industry events, and maintains a high profile with columns, quotes, and by-lined articles in publications such as Manufacturing Business Technology, The Wall Street Journal, Fortune, and BusinessWeek. David also sits on numerous boards and councils, including Infosys' Leaders of Change executive advisory board. | |  | Jonathan MeltzerIndustry Marketing Manager, Kronos IncorporatedJonathan Meltzer is Industry Marketing Manager for manufacturing at Kronos Incorporated, where he focuses on enhancing operational efficiency for manufacturers through improved workforce effectiveness. Mr. Meltzer has over 20 years of experience, ranging from agile hardware development to enterprise software marketing. In marketing management positions at Compaq Computer and Sun Microsystems, he identified and created solutions to reduce costs and increase productivity for customers.
Mr. Meltzer has a BS in Computer Engineering from Syracuse University and an MBA in Marketing from Columbia University. | |
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