In 2020, Canada as a whole saw a sharp rise in unemployment – from 5.7% in 2020 to 9.5% last year. That’s higher than it’s been since 2009, when unemployment sat at 8.3%¹. The number of jobs rose in some sectors, while being completely wiped out in others.

Put simply, this year has been one for the books, as they say.

But with that being said, we’re feeling hopeful. Quietly optimistic, moreover confident in the economy. Several other countries have seen their economy making a subtle but sharp recovery from the pandemic, if not at least beating the numbers predicted by experts. And our first-hand experience of jobs in eastern Canada only adds to our optimism.

We’ve watched as many companies overcame the initial panic, to find a new way of working. We’ve seen companies agile enough to adapt quickly and effectively to entirely unprecedented challenges. We’ve marvelled as workplaces changed to be almost unrecognizable – literally and figuratively – in the wake of the virus.

And in terms of our up-close-and-personal experience with the people involved, there simply aren’t enough amazing things we have to say. The way in which workforces have had to come together, moreover how they’ve done so with such humility and grace, has been nothing short of incredible. The way companies no longer seem just like companies, but communities within their given industry, has been a thing to behold. And the way that humans have responded to every single ongoing, ever-changing hurdle the pandemic has thrown at their lives, both professional and person, is something we should all aim to remember for decades to come.

And that’s why we’re hopeful about the future of jobs in eastern Canada. Because no matter the challenges that life could hurl at them, it’s the amazing people who fuel our economy with their unceasing work ethics, inherent pride and never-say-die attitudes who will be there to drive things forward. When it comes down to it, we’re all in it together.

Things have been difficult, challenging, unforeseen. Many people and businesses have had their lives turned upside down by the pandemic, while others have come out the other side either unscathed, or in some cases even stronger than ever. So those scary numbers from the beginning of this article? Let’s aim to take them with a pinch of salt and a promise of optimism.

After all, it’s not all bad news. In March of this year, employment rose 1.6% nationwide – the second consecutive month of growth. The Canadian dollar is standing strong against historically more fierce currencies than our own, seeing an almost four-year high on the stock market. And while things change every day (sometimes it seems even by the hour), we have faith that we’ll bounce back from this stronger than ever.

Consulting with so many inside eastern Canada’s manufacturing markets has given us a unique insight over the past year and a half. We too have had to adapt to the needs of our clients, the evolving moves of the employment market and talent pool. And we’ve done so every step of the way, adding our value and expertise at a time when clients needs us most.

If you’d like to learn more about what partnering with NLG looks like, let’s talk.

¹Statista.com

No mean feat.

The manufacturing industry’s experience of the pandemic as a whole is a unique one, to say the least. At a time where so many of the world’s functions, industries and businesses were ground to a halt, the manufacturing industry (and all of those related to its smooth running) is finally being recognized as the essential force that it always has been.

And we’re proud to be working with many of these very businesses; businesses who faced the pandemic head on and, almost without breaking a sweat, have managed to do what they needed to in order to not only survive, but to thrive.

So what’s the secret? When we ask our clients, “What do you believe has been your key to getting through the past year?”, their answer is pretty much the same every time:

Trust.

Trust in your supply chain

Any thriving manufacturing business will tell you that they’d be nothing without a solid supply chain. A supply chain that can be depended on, relationships which have been built on mutual values in the way business is done. A supply chain who you can trust to hold up their end of the bargain, always.

Manufacturing business leaders have been strengthening their supply chains since this whole thing began, when gaping holes were exposed around the world. Priorities have changed. But the importance of this aspect of your business has not – and, thankfully for many of our clients, their now-even-more reliable supply chain is a huge bonus to have come out of Covid-19.

Trust in your vision

The practical aspects of running a manufacturing business are all well and good – but it’s your vision which will keep you focused throughout times of hardship.

The vision may have changed for many manufacturers during the pandemic, if even for the short term (for instance, those who began producing new or different products to meet customer demand; those who parked their own vision for the time being to take a more community-led view for the interim and began producing PPE, hand sanitizer etc). Regardless, whatever the vision might be, having the whole team aligned and trusting in the end goal has ensured that some businesses have achieved things nothing short of amazing.

Trust in your people

Finally, the answer we recruiters are always hoping to hear.

Our clients – and manufacturing businesses in Canada across the board – have any number of brilliant individuals working for them, all of whom have contributed to company success throughout these often troubled times. But, further to just having the talent on board, successful manufacturing businesses have used this time to nurture and support their employees. They’ve played to their people’s strengths, and they’ve trusted them to stick around throughout hard, hectic, or simply uncertain times, with their eyes firmly on the light at the end of the tunnel.

Above all else, it’s the people behind the production line who have been driving manufacturing businesses forward. For us in the staffing and recruiting industry, it’s been incredible watching our clients trust their workforce with the tools, support and resources to do their job to its absolute best – and we continue to watch as they ready themselves to take on the world.

So, there you have it, the not-so-secret secret to so many manufacturer’s success since this all began back in 2020: trust. Trust is what fuels company culture, brings your team together and creates the ability to thrive under adversity. In the manufacturing industry and, frankly, many others.

Do you agree?

For the manufacturing industry specifically, the digital revolution means many things. Whilst it holds great promise for this sector in terms of improvements to be made across the board, there’s also a lot to think about and tough decisions to be made. To what degree should your manufacturing business digitize operations? To what degree should you automate? And what effect could this play long-term on the culture of your business?

In a recent article, our CEO Andrew Lavoie cited digital transformation as one of a few predicted trends for next year. So, what are the 3 keys to launching a successful strategy? Have a read below.

Digital transformation in manufacturing: implementing tech over the top of optimal processes

Technology’s job, essentially, is to improve what we already do well – not necessarily fix problems. As a result, implementing it on top of less-than-optimal processes could hinder rather than help.

Don’t digitize for the sake of it. You need to understand where the inefficiencies lie and put tech in place to make necessary improvements, rather than seeing it as a quick fix to an ongoing issue. On top of this, consider your operational processes; technology plastered over poor decision making, a weak roster or poorly defined workflows can ultimately end up being a costly investment.

Digital transformation in manufacturing: prioritization, planning and due-diligence

When it comes to digital transformation, it can be difficult to know where to start. Where should your focus be and, more importantly, when do you pull the trigger on a new system or way of working?

The key here is to understand your aim. Is your goal to better produce, analyze and understand the information your facility outputs? To put that data to better use? Is this a product improvement scheme? Or is it more about business growth as a whole? First take time to understand what you want to achieve, next how to do so (i.e. growth through increasing output vs reducing costs) and then it’s time for research, research, research.

Analyse the market and read every product review you can get your hands on. Try even to speak with other businesses who are users of a certain system or software, to understand the limitations of the tech you’re considering. With all that being said, avoid “analysis paralysis”: don’t overthink it to the point of doing nothing, which could mean losing out to your competition in the long run. Like we said – lots to think about!

Digital transformation in manufacturing: keeping your people engaged and involved, every step of the way

Investing in the technology is one part of digital transformation – helping your people come to terms with it, another entirely.

They may be wary of how their day-to-day role, responsibilities or the people they work with will change. Whilst I’m not heralding the arrival of the robot takeover, it’s no secret that technology and automation – particularly in manufacturing – equally creates and makes obsolete some ‘human’ positions. So, offer ongoing support and training to demonstrate how tech is going to help. Consult with them on making decisions as much as is possible/appropriate; get them involved and help them understand the positive impact and benefits of digitization, rather than seeing it as a challenge or something to fear. With a clear implementation schedule and strategy, your people will see that this isn’t just about robots increasing productivity; it’s about maintaining your company culture while creating new opportunities for all.

There’s no end to the myriad benefits a strong strategy for digital transformation in manufacturing can provide – but nothing can replace your people. We’d love to talk more about how we’re helping clients across North America build strong workforces as a part of their digital transformation strategy; don’t hesitate to get in touch.

Any views or opinions expressed within this blog do not necessarily reflect the official policy of  NLG. Any points made are for general information only, and none should be relied upon as a basis for making any business, legal or other decisions. Neither NLG nor the author can be held responsible for any reliance placed by you on any information or material within this article.

With that being said, as recruitment experts in this space, what 2021 predictions for manufacturing are we making as the new year approaches?

Emphasis on securing global supply chains

In the initial months of the pandemic, our computer and mobile screens were plastered with photos of empty supermarket shelves. The breakdown at the beginning of the year highlighted many holes in supply chains across the country and around the world. Whilst things have certainly tightened up, Covid exposed how easily the manufacturing industry can become disrupted; as such, we believe we’ll see many manufacturers in North America putting a huge emphasis on securing their supply chain and creating a stable contingency plan. We’ll see more businesses working towards a collaborative global network – the notion of “we’re all in this together” will continue in the new year, helping manufacturers mobilize as, when and how they need to continue production.

Automation to fill various skill gaps

The manufacturing industry’s skills shortage has been discussed for a long while; whilst of course we’d all love to see humans filling the spaces (particularly now that the Covid-19 pandemic has shone a light on the stability of the industry and the career paths within), inevitably technology will have a hand in the game. Add to all of this the new challenges being faced by many manufacturers – like socially distanced production lines and other very “human” considerations which need to be made – Covid has thrown a real spanner in the works for businesses, providing an opportunity for 2021 to see automation filling skills gaps and solving problems across the board.

Acceleration of digital transformation

Further to our last point, if it’s not something which was on the agenda already, it should be a priority for the coming year. Manufacturing businesses will need to embrace advancing technologies as a means to overcoming inefficiencies in their operations; this applies to both automation and data. Digital transformation means understanding where technology can increase productivity; it means collecting and analysing the near-infinite data at our fingertips to push continuous business improvement. Digitization will soon at least affect, if not benefit, every aspect of business – from supply chain and enterprise to the shop floor and end users. Our third 2021 prediction for manufacturing lies in digital transformation helping to maximize smart decisions and create even more cohesive relationships between producers, suppliers and customers.

Transparency and accountability

From material resources through to labour conditions and sustainability, we believe that transparency across the entire manufacturing process will become evermore important and valued between manufacturers and the core brands they work alongside. Whilst ethical operations have been trending since time began, especially from a consumer perspective, transparency and sharing is sure to be encouraged and expected amongst all parties next year and beyond.

Fundamentally, 2020 has taught us that there’s an awful lot we simply can’t predict – but a mixture of common sense, experience and keeping an ear to the ground says that all of the above are sound 2021 predictions for manufacturing.

The manufacturing industry is an exciting place to be – and we at Next Level Group are looking forward to what the next year might bring. What would you add to this list? Leave us a comment or question on any of the above and don’t hesitate to get in touch to talk more.

Any views or opinions expressed within this blog do not necessarily reflect the official policy of  NLG. Any points made are for general information only, and none should be relied upon as a basis for making any business, legal or other decisions. Neither NLG nor the author can be held responsible for any reliance placed by you on any information or material within this article.

Time is money, or so they say, so maximizing your use of it is crucial. Here are my 3 top ways to improve productivity in manufacturing and run a successful, profitable manufacturing facility.

Organize your workspace

Take a step back, ideally when no one’s around – does your workspace make sense? Are the tools everyone requires to do their job as close to hand as they could be? Is the space cluttered and disorganized, or neat and tidy?

An organized workspace is one which runs smoothly and makes the best use of the time employees spend within it. Consider even the time spent searching for something, locating a piece of paperwork or tool, communicating with colleagues and so on; it all adds up, so improve productivity by ensuring your space is set up in the way which makes the most sense. Help employees save time and increase productivity in manufacturing, by making what they need – be it things, people or even space itself – easily accessible. Get organized, and get things moving.

Review your processes

“If you always do what you always did, you’ll always get what you always got”. We’re only human, and when we get into the habit of doing things a certain way, it’s easier to just stick with it than to rock the boat and ask whether there could be a better way. Complacency is a real thing, affecting businesses the world over – don’t let it happen to yours.

With a view to improving productivity in manufacturing, you should be regularly reviewing every process you operate. From the way you deliver training and information to your staff (did you see NLG President Andrew Lavoie’s last piece about toolbox talks?) to the technology you have in place and the systems used across the floor, is there anything you could be doing better? Processes which could be automated, streamlined or even cut out completely?

Make this a regular exercise, and reap the rewards when those inevitable tweaks which do pop up are implemented effectively!

Invest in your people

Review your roster – temps, permanent employees, contractors, the lot. Do you have all the skills you need to run your facility at its best? If not, define what would help – then do the rest of the team a favour and fill those skills gaps. Hiring great people will naturally increase productivity in manufacturing, but it doesn’t end there.

Now you have the talent on board – do they have everything that they need to operate at their optimum? Securing the staff is merely the beginning; as a leader focused on improvement, you should be investing in those individuals once on board to improve the way they work. Think: training, whether it be internal or external. Ongoing coaching from yourself, or another experienced member of staff. Professional development which will help them learn new skills or take their existing ones to the next level. After all, as one Benjamin Franklin once said, “An investment in education always pays the highest returns.”

Whilst we at NLG may call ourselves a staffing and recruitment agency, it’s this line of work which gives us the ability to see the insides of many manufacturing businesses – what works, what doesn’t and common areas for improvement. It’s not surprising to anyone that most of these tips revolve around the people who work for you. And, safe to say, it’s people we know best.

To talk more about increasing productivity in manufacturing and the many ways to do so, or to learn more about how having the right people on board can simply make all the difference, contact Next Level Group’s team of expert recruiters today.

Any views or opinions expressed within this blog do not necessarily reflect the official policy of  NLG. Any points made are for general information only, and none should be relied upon as a basis for making any business, legal or other decisions. Neither NLG nor the author can be held responsible for any reliance placed by you on any information or material within this article.

Enter the toolbox meeting. Toolbox meetings, or toolbox talks, are part-and-parcel to any manufacturing business leader’s schedule. Offering a way to quickly impart safety knowledge, protocols and tips to your workforce in a succinct, engaging manner, they usually cover just one subject in detail (rather than being a ‘cover-all’ solution).

With that in mind, running effective toolbox meetings come down to a few key factors. Here are my top tips for ensuring your meetings hold maximum impact with employees, and truly help them better understand individual aspects of manufacturing safety.

Keep it current

There’s no time like the present – as a manager, you’re undoubtedly already abreast of every incident, accident or injury which goes on in your own business and should use these as relevant topics for toolbox meetings. But what about the news, current affairs? Or even drawing from the tasks which need to be done this very day for inspiration? The more current your choice of topic is, the more effective your meeting will be.

Keep it specific

Toolbox meetings shouldn’t be the only safety meetings you hold – therefore not everyone needs to be invited. Conducting effective toolbox meetings means running them for relevant, involved employees only, not the team at large. Save the overarching issues for the bigger meetings, and stay true to the topic chosen for this particular talk; keep any tangent subjects you might stray onto in your back pocket for tomorrow’s toolbox!

Keep it short and sweet

A toolbox talk, by definition, isn’t designed to be a full-on briefing. Try to keep this format of safety education to 10 minutes, 15 at the absolute maximum and only if you must – short, sharp and sweet is the name of the game. Holding your meetings in this way will ensure that your staff are engaged from start to finish, and will allow them to draw upon what they’ve learned throughout their day as such.

Encourage collaboration

A sure-fire way to test if the team has been listening is to get them involved! During effective toolbox meetings, there should be an opportunity for you to ask for examples where staff may have witnessed the issue being discussed; have them ask their own questions about the matter at hand. Real-life examples make the subject matter more real, tangible, and as such important.

Get the team involved

Not just yourself or the chief safety officer!

As humans, when we’re given information via multiple different sources, we’re much more likely to retain it. Having different decision makers involved in or even leading each toolbox talk – be it project leaders, site managers or otherwise – will reiterate both its importance and its relevancy. Not to mention being all-round more engaging for those taking part!

It’s the year 2020 and safe to say, for the most part, lecture-style meetings are out. Humans more so than ever require impactful information delivered in an engaging fashion to really take it in – so effective toolbox meetings should be a staple in every manager’s arsenal. The snappier your safety briefings and the more often you hold them, the lower the risk of complacency in the workplace; whatever your management style, that’s something any manufacturing business should aim for.

Whilst staffing and recruitment is what we do most of, consulting with our clients on how to get the best out of their staff comes a close second. We’d love to help you do the same – get in touch with the team today.

Any views or opinions expressed within this blog do not necessarily reflect the official policy of  NLG. Any points made are for general information only, and none should be relied upon as a basis for making any business, legal or other decisions. Neither NLG nor the author can be held responsible for any reliance placed by you on any information or material within this article.

Particularly in times like these, manufacturing is paramount to the running of our countries. With that being said, the pandemic thus far has presented a multitude of challenges – challenges which have forced many businesses into a period of change, even transformation, as they try to navigate the Covid era.

Here are some thoughts I’ve put down, to help yours do the same.

Managing operational change in manufacturing: Act upon what you know, not what you don’t

Back in January, when the first whispers about a novel virus were making the rounds, many of us thought that it might come and go like so many other flash-in-the-pan news articles do. Fast forward nine months, and it’s clear that Covid is here for the long haul. As such, there’s no reason to be dallying in terms of what your business does moving forwards – taking action, whether proactive or preventative, is better than doing nothing at all.

Manufacturers need to transition to this ‘new normal’ everyone’s talking about; that means, mobilizing today for business continuity, based on the current circumstances – what we know already. Stop wondering what’s going to happen next; make your workplace safe for employees, take any and all precautions necessary and let go of the ‘riding it out’ or ‘waiting for things to blow over’ attitude. Instead, take actions which ensure you’re able to work alongside Covid – for as long as it might be a part of life.

Managing operational change in manufacturing: Think outside the box – creativity is king, post-Covid

Now is the time to be thinking not about what you’re no longer able to do, but what you could be doing instead. What resources – people, equipment, knowledge – do you have to hand, and how can it be used efficiently? If Covid has taught business leaders within the manufacturing industry anything, it’s that adaptability is crucial; what might have once sounded like an outlandish idea, might just be your ticket to growth under the pandemic.

From craft beer breweries pivoting to hand sanitizer and just about everyone finding a way to now produce face masks and other PPE around the globe, there are ways to keep your business on the move and being productive. You just have to get a little creative.

Managing operational change in manufacturing: Don’t underestimate the power of your people

Just because they haven’t done it before, doesn’t mean they can’t. Just because it may not be the route you had planned, doesn’t mean they won’t take the opportunity with fervour. And just because your staff are facing ongoing, entirely unprecedented challenges, doesn’t mean they won’t be ready, no less willing, to knuckle down.

In the coming months, put a real focus on employee engagement, learning and development. When you know which way the business is going, don’t think, “We don’t have someone who could do that/understands this/is qualified in that,” – think, “Who do we have on the roster who could do this/learn that/become qualified in this?” The manufacturing industry offers so many ways to learn new things – there’s no end to the training available whether online, remote, on-the-job or otherwise. As we learn to navigate the world during and post-Covid, don’t underestimate the adaptability, agility and resilience of your people – push them to progress, and watch them soar.

It’s these very people that we help our clients source, manage and retain; we’ve been proudly helping manufacturing businesses run at all costs through providing exceptional recruitment services across North America. To talk more about manufacturing recruitment, payroll management and more, get in touch with the expert team at NLG.

Any views or opinions expressed within this blog do not necessarily reflect the official policy of  NLG. Any points made are for general information only, and none should be relied upon as a basis for making any business, legal or other decisions. Neither NLG nor the author can be held responsible for any reliance placed by you on any information or material within this article.