Author: MVMC

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New member spotlight: Liberty Steel Industries … It’s All in the Family

Liberty Steel Industries, of Warren, is now a member of MVMC. Company headquarters sit on Larchmont Avenue Northeast – with the plant across the street on Dietz Road. As many Mahoning Valley businesses can relate, Liberty Steel Industries is being passed down the family line.

 

It was founded in 1965 by Jim Weller Sr. There are about 100 employees right now, and the hope is to grow larger in the future, according to John Weller, who is third-generation management. He is the materials coordinator and in charge of purchasing at the plant.

 

Weller remembers starting out washing trucks as a kid, then working at the plant through high school, college and eventually becoming full time in 2012. His grandfather (Weller Sr.) is 92 and remains involved with the company.

 

“He still comes in here a couple days a week to see what’s going on,” Weller said.

 

A Warren Ohio Steel Service Business

Weller says the company is in the steel service business. Workers handle cold and hot rolled steel that is stamped, blanked, and molded into parts for the heavy trucking industry, as well as lawn and garden.

 

One high-volume product the company makes is shovel head blanks. Weller said they produced 6 million of them in 2021. The blanks end up being formed into different types of garden shovels branded with recognizable names like Craftsman and others.

 

“You could walk into just about any hardware store, and you’ll be able to tell it’s one of ours,” Weller said.

 

He chuckled when explaining the heavy parts made for the chassis in the trucking industry.

 

“We pretty much make the stuff you can’t see.”

 

Liberty Steel Industries or Liberty Steel Products?
There was a company split in 2015 with Liberty Steel Products in North Jackson. Family members also run that location.

 

“Despite it causing a little confusion, we kept the names mainly because of our good reputation in the community,” Weller said.

 

Liberty Steel Industries also has a Lordstown distribution center where about 80% of the products get finished, assembled, packaged, and then shipped right to customers. There is an additional stamping and welding plant in Saltillo, Mexico.

 

The Warren plant runs 24-hours with three shifts Monday through Thursday. There’s also an option to choose 12-hour shifts Friday through Sunday. Weller hopes to attract new employees with that schedule.

 

“We need to give the guys working now a break. They’re putting in long hours with a lot of overtime, too.”

 

Why join MVMC?
Liberty Steel Industries is focused on enhancing workforce development, so it made sense to join the Mahoning Valley Manufacturers Coalition. The company is looking for people to fill spots in just about every area.

 

“We need general laborers, press operators, forklift drivers, welders and more,” Weller said. “We’re trying to grow from the bottom up – from general labor to engineers. We hope being part of MVMC can help.”
The plant also needs people who are interested in robotics training. Weller says it’s something the company has been using more.

 

“We’re not replacing workers with robots. We’re just taking those workers and putting them in other places where they are needed more.”
He also says making new connections doesn’t hurt in hopes of growing in the future.

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Faces of Manufacturing Uncategorized

Manufacturing workforce looks to hire more women

The Manufacturing Institute says women today account for about 30% of workers in the field. There is a remaining perception about the industry that continues to limit women in manufacturing. It’s often seen as a dark, dirty, and dangerous environment just for men. For most manufacturing facilities, that picture is far from reality.

 

According to The Ohio Manufacturers’ Association, having more women in manufacturing is beneficial to workplace health. Their recent reports show women drive the culture, which can impact worker satisfaction. The OMA says, on average, newly hired women are more likely to have some STEM education, and employers with a higher percentage of women in leadership roles also saw increased profits.

Grace Stigliano (left) of Brilex and Leslie Phillips (right) of Brainard Rivet
are among the many women in manufacturing leadership positions in the
Mahoning Valley.

 

The Mahoning Valley Manufacturers Coalition fully supports a national initiative from the Manufacturing Institute to get more women in manufacturing roles. The “35×30” campaign aims to increase representation in the field to 35% by 2030. That would add 500,000 women to the workforce. The MVMC is taking active steps to get involved.

 

Several women in the MVMC that work in the industry have seen career success. Here is what they have to say:

 

Trudy Cheney, Global Human Resources Director, Xaloy
“Having worked in manufacturing for close to 30 years, I’ve had the privilege of working with women who are highly successful in every discipline from accounting to engineering to sales. Their success is tied directly to their preparation for the roles they’ve held by being subject matter experts who are truly invested in delivering value to their team, their company, and their industry.”

 

Ashley Morrow, Payroll Manager/HR Manager, Livi Steel, Inc.
“To be successful in manufacturing you need to be bold enough to believe in yourself, you need to be willing to listen to your managers / supervisors, collaborate with your co-workers, and encourage others in your field to do the same.”

 

Emily Young, EWD Coordinator, (NCDMM) National Center for Defense Manufacturing and Machining
“As a new woman in the industry, as well as a young professional, it is important to find yourself two mentors – one with a perspective much different than your own, and one who may think and support you in a way that is most similar to your point of view. As a woman in industry, I have found the brightest moments through stepping up or raising my hand to participate in opportunities to learn more,
network, and build community.”

 

Grace Stigliano, HR Recruiter/Coordinator, Brilex Industries
“If I had to offer up words of encouragement for women entering the industry, I would say to be courageous, be brave, and simply be yourself. Know that you offer insight to bring to the table and that you deserve to be there!”

 

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Every day is Veterans Day at Compco

The main lobby of the Compco office in Columbiana proudly displays plaques honoring its employees who have served in the Armed Forces.

About 10% of Compco employees are Veterans, according to Katy Mumaw, corporate director of sales and marketing.

The Veterans display remains up year-round and has been there for about 10 years. Each employee-Veteran is pictured along with their “Strengths” and service history.

Manufacturing careers and retired servicemen and women often go hand in hand, says Rick Kamperman, manager of product and process development, and Veteran of the United States Marine Corps.

For Veterans in need of a job after their military career, there are plenty of opportunities in the Mahoning Valley for work in manufacturing.

Compco, a manufacturer of various types of tank heads, is particularly popular with Veterans. Kamperman believes this is due to the problem-solving nature of the projects the company works on.

“One of the mottos from the Marine Corps is ‘adapt, improvise and overcome,’ and that’s a lot of what we do. We work with our customers, they come up with a problem, and we come up with solutions,” Kamperman said.

A career in manufacturing can provide the same fast-paced, solution-based days that military work consists of.

“In manufacturing there are many facets that come along. There’s always problem solving,” Kamperman said.

These aspects of the job are what remind him of his work in the Marine Corps.

Greg Smith, Compco Chairman of the Board, says he is very passionate about incorporating Veterans into the Compco team and honoring them. His philosophy is shared throughout the organization.

“Compco has an ‘Honor Coin’ that is awarded to the men and women who have served to thank them for their service; with Compco’s logo on one side and symbols representing different branches of service on the other,” Mumaw said.

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5 reasons why teens are skipping college and getting right to work

The workforce of the 2020s is rapidly changing due to the COVID-19 pandemic and other economic stressors. This has resulted in college enrollments declining nation-wide, universities downsizing, and more young people heading directly into the workforce.

 

graphicEfforts by many industries – manufacturing included – to promote rewarding career options that don’t require the time and expense of a college degree are working. They’re capturing the attention of both young people and their parents.

 

What is it exactly about these go-directly-to-work after high school career paths that resonates most with young people? Through our own observations and from those we’ve curated from trusted partners, it often boils down to one or more of the following five reasons:

 

• No debt, please. They don’t want to be saddled with debt from a young age. The thought of taking on tens of thousands of dollars in loans with a level of uncertainty about their payoff is daunting to teens. And rightfully so. The average student loan debt per person is $36,510 according to the College Board. And get this, it’s been reported that as many as 4 out of 10 individuals with student loan debt never finished their degrees.

 

• Hands-on learning preferred. They prefer hands-on learning. Trade schools offer certifications and apprenticeships that allow for earn-and-learn, on-the-job training.

 

• Prefer staying close to home. According to Imagine America, they might not be ready to leave their hometown. The college admissions process can be overwhelming. Many teens grapple with the decision for years before they graduate high school. Choosing the right college is stressful, and many teens need the opportunity to stay local for a few years while making some money. For some, this can become a career.

 

• No family history of college. No one in their family has gone to college. More than 40% of incoming college students are first-generation, according to the Brookings Institute. Navigating the world of higher education is hard enough when a parent or guardian has been through the process. Without a guiding hand, this option can be difficult to tackle for teens.

 

• Making money is the priority. They want to earn money right away. Some teens need to support their families as soon as they graduate high school. Others are set on what career path they want to pursue and know it doesn’t require a four-year degree. Manufacturing careers are a great way to find on-the-job training and enter a career that will pay well with great benefits soon after leaving high school.

 

These trends point to the job candidates being out there and receptive to what manufacturing careers have to offer. They underscore the need to continue to aggressively market to them to attract them to our industry. Today’s young people are the future of our workforce.

 

For a current list of active job openings among MVMC members, visit workinmfg.com.

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Member Manufacturers

ClarkDietrich celebrates employee’s 50th year on the job

He’s already an institution, a mentor, a workhorse and all-around good guy, but if Melvin Bragg ever gets around to calling it a career at ClarkDietrich, his name will not soon be forgotten.

Bragg’s Vienna employer celebrated his 50th anniversary at the plant with a warm reception including his wife, current and former co-workers, and corporate executives who traveled in for the occasion.

 

Days earlier, the plant revealed the winning entry in a “Name the Robot” contest among employees to memorialize a new piece of automation equipment brought in to help load and stack pallets. The name plant employees decided on? “Melvin.”

 

“The timing could not have been more perfect. It’s definitely a sign of the amount of respect they have for him,” said Tina Parker, Senior HR Business Partner.

 

The accolades didn’t stop there.

 

Everyone’s got a kind word to say about Melvin

 

“He just loves to work,” said Melvin’s wife, Gertrude. “He ain’t quitting. I tried a few years ago and he said, ‘No, I’m working.’ He’ll retire when he’s ready.”

 

“He’s had a tremendous career here,” said Chris Plant, Plant Manager. “I think he’s done every job in the plant, and we appreciate everything he’s done.”

 

“He’s just a pleasure to be around,” said Safety Manager Ken Von Bergen. “To make it 50 years with one job I think it’s just incredible. He’s an asset you don’t want to lose.”

 

“He’s a great guy, always very helpful,” said Mill Operator Stephen Nyako.

 

“He doesn’t keep his institutional knowledge to himself, Melvin’s going to give you everything he’s got,” said Supervisor Mike Fountain.

“He puts in more hours than anybody, and everybody likes him,” said Supervisor Mike Long.

 

Secrets to Melvin’s longevity

 

It was September 1972 when Bragg’s brother-in-law told him about the opening at what is now ClarkDietrich. Bragg, then just 18, had been performing warranty work at Martin Chevrolet.

 

“I went in, applied for the job and started working the next day,” Bragg said.

 

His starting wage was $2.30 an hour as a guillotine operator, which Bragg said was among the highest paying jobs in the area at the time.

 

Bragg, a man of few works but countless smiles, attributes his staying power to two time-tested pieces of advice: “Keep a positive attitude and you’ve got to enjoy what you do,” he said.

 

Congratulations, Melvin! And keep up the great work.

 

ClarkDietrich is a member-manufacturer of Mahoning Valley Manufacturers Coalition.

 

 

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MVMC to Receive $930,000 from Federal ARP Funds’ “Good Jobs Challenge” Program

MVMC’s funds are part of a $23.5 million grant awarded to the Ohio Manufacturers Association for a 3-year workforce development action plan focused on recruiting and upskilling manufacturing workers across the state.

 

Youngstown, Ohio (Aug. 3, 2022) – The Mahoning Valley Manufacturers Coalition is in line to receive $930,000 over the next three years as part of The Ohio Manufacturers Association’s (OMA) $23,492,808 award from the Economic Development Administration’s American Rescue Plan Act Good Jobs Challenge program, which was announced today.

 

OMA is the lead applicant and system lead entity – and one of 32 programs out of 509 applicants throughout the country – to receive a portion of $500 million in federal funds aimed at getting Americans back to work by strengthening workforce partnerships that lead to good-paying jobs.

 

MVMC is among OMA’s network of manufacturing industry sector partnerships throughout the state that will receive funding from this grant to carry out specific recruiting and upskilling components of OMA’s workforce development action plan in the Mahoning Valley.

 

“This investment will enable us to continue the momentum created through our WorkAdvance program, Ohio To Work, apprenticeship and other upskilling efforts,” said Jessica Borza, MVMC executive director. “It will also allow us to continue our grassroots outreach and build upon partnerships with the Regional Chamber, National Center for Urban Solutions, SOD Center, Ohio Technical Centers, Eastern Gateway Community College and other local entities.”

 

50,000+ annual job openings over next 36 months

 

More than 1,600 manufacturers comprise OMA’s statewide ISP network, including 120 that submitted letters of commitment to source new hires from this initiative. In total, these employers indicated a demand for 25,000+ hires in the next five years at an annual wage of $17.60/hour, which reflects the prevailing wages for the initiative’s targeted in-demand occupations of machining, production, welding, industrial maintenance, and automation and robotics.

 

In total, these targeted occupations are projected to have 50,000+ annual openings and 150,000 openings in the next 36 months in Ohio.

 

Targeting underrepresented populations across Ohio’s communities

 

OMA’s initiative prioritizes on Ohio’s 32 Appalachian communities, the eight largest urban counties, and underrepresented groups among the manufacturing workforce including people of color, women, veterans and returning citizens.

 

In response to regional needs and the needs of the target populations, the ISPs will be led to execute an evidence-based Entry-Level Learn-and Earn (ELLE) modeled after MVMC’s WorkAdvance program to prepare a future workforce. The strategy, which gives employers the opportunity to build a workforce trained to their specific needs, includes recruiting, pre-screening, preparing job skills training, onboarding, and ongoing support and job coaching components.

 

“Ultimately, the Good Jobs Challenge grant will lay the groundwork for exponential, ongoing impacts beyond the 36-month grant period by operationalizing sustainable new training programs, formalizing referral partnerships, accelerating ISPs’ momentum, and building underrepresented communities’ interest in manufacturing careers,” said Ryan Augsburger, OMA president.

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Member Manufacturers

Seated in Youngstown, Gasser Chair is global winner in game of thrones

How many times have you gone to a restaurant, hotel or casino and paid attention to the chair?

 

From now on, you probably will.

 

In Youngstown, MVMC member manufacturer Gasser Chair Company builds chairs that can be found around the world.

 

Founded in 1946 by the Gasser family, the company originally manufactured aluminum for helicopters.

 

In the 1960s, there was a transition into dining room sets and chairs, which in time evolved into the product Gasser is known for.

What’s in a chair?

 

Just about every piece of a Gasser chair is made in-house at the facilities on Logan Way.

 

“It’s amazing what all goes into making a chair,” said Tony Brown, human resources manager.

Gasser Chair employee makes foaml
Nearly every part of a Gasser chair is made on-site in Youngstown, including the foam.

 

There are hundreds of types of chairs, he said, and each creation depends on what the customer is looking for.

 

Gasser specializes in hospitality and gaming chairs.

 

Each is designed to a customer’s specifications.

 

“It’s a pretty intricate process,” Brown said.

 

At the corporate office, the sales team comes up with the name of each chair, oftentimes pulling inspiration from the Mahoning Valley.

Putting each other first

 

There are 100 employees at Gasser, between manufacturing employees who make the foam, sew fabrics, weld, hand-craft wood and sew final pieces together.

 

When a potential employee walks in for an interview, they usually always have the same thing to say.

Gasser employee installs rivets into a chair.
There are 100 employees at Gasser, who sew, weld and assemble chairs.

 

“I can’t tell you how many times interviewees will say ‘the culture feels different here,’” Brown said.

 

Oftentimes, employees from different departments check in with others just to see how everything’s working and flowing.

 

“It’s what we pride ourselves on. We’re family-owned and the culture is inclusion and family-oriented.”

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Member Manufacturers

Part 4: Training for Workplace Culture

For a printable version of this 4-part series by Alex Hertzer, assistant director of Mahoning Valley Manufacturers Coalition, click here.

Training is the key to ensuring that the proper processes are taking place on the plant floor.

 

Many companies, unfortunately, just do training through osmosis.

 

“Go stand next to Jim and watch what he does.”

 

It’s a very hands-off and frankly lazy way of training people.

 

Just like with boosting the morale in your company, you must be intentional about your training.

Mapping ideas for employees

 

The old adage says if you fail to plan, you plan to fail.

 

Well, if there is no training plan for employees, you are setting them up for failure. Employees must not only have a plan but know what the plan is for them.

 

This type of engagement puts accountability on the employee to really own their training plan. Most often when we are setting up new training or rethinking our old programs, we so often forget the human element of training as well.

 

We choose trainers who have the most knowledge or who have been doing the job the longest.

 

However, we forget to equip those trainers with the soft skills needed to give effective training.

 

Because of this obstacle, the MVMC has found a solution.

Upskilling internal trainers

 

We help offer a “train the trainer” course through the National Institute for Metalworking Skills (NIMS).

 

(Click here for more information)

 

While culture in a company is a very complex idea and takes a lot of effort to change and maintain, start with something small, and then be more intentional with incremental workplace culture changes from there.

 

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Member Manufacturers

Part 3: Leading for Workplace Culture

For a printable version of this 4-part series by Alex Hertzer, assistant director of Mahoning Valley Manufacturers Coalition, click here.

A mentor of mine once told me that you should always know at least one thing about a person outside of the workplace.

 

This is something that has always stuck with me. It is something so small it could easily be seen as insignificant.

 

But it is something that can be so powerful.

 

It’s real simple. People want to be treated like people. Not a number.

 

Bringing “home” to work

 

Culture is built on small everyday moments.

 

We have all heard for years that what happens at home should stay at home and you shouldn’t bring it into work.

 

Well, I think we all know that this is near impossible. People are going to struggle with things outside of work that will always affect them in the workplace.

 

When you know what is going on in your employees’ lives, you can do a better job of setting them up for success in the workplace.

 

While changing and maintaining culture is found in these emotional moments, it’s also found in our daily operations.

 

Changing tired thinking

 

I once heard a story of a woman who always cut the ends of her ham off before placing it in the roasting pan and then into the oven.

 

When asked why she did this, she responded, “That’s how my mother did it, and that’s how I was taught.”

 

Then her mother was asked why she cut off the ends of the ham. She also stated, “That’s how my mother did it, and that’s how I was taught.”

 

Finally, when they asked the grandmother why she cut the ends of the ham off, she said, “My pan was always too small to fit the whole ham. So, I cut the ends off.”

 

You can see easily how this story relates to the workplace. Maybe that’s why Joe always sweeps the end of the line first when he is cleaning up. Or why Jill always cranks down on that last pass to make a good part even though that’s not how the task instructions read. Or however this concept plays out in your workplace.

 

There are many tasks and habits spread throughout a facility that were not originally intended to be done that way. But, over time and through tribal knowledge these tasks and habits are picked up. The operational culture is just as crucial to the business as the morale of the employees.

 

And what’s at the heart of operational culture? Training.

 

Read Part 4: Training for Workplace Culture, here.

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Member Manufacturers

Part 2: Campaigning for Workplace Culture

For a printable version of this 4-part series by Alex Hertzer, assistant director of Mahoning Valley Manufacturers Coalition, click here.

We have heard the term “culture” used quite often last two decades.

 

It’s one of those things that we all know exists but can’t quite seem to define. Defining what culture is must come before we can change it.

 

Knowing what culture is and what it is not will lead us to know how it works. Trying to change the culture in your facility without understanding the mechanism would be like trying to change the direction of a cruise ship, without even knowing how it works.

 

Trust me, changing culture in a facility is much like steering a cruise ship. It doesn’t happen fast.

 

Explaining “culture”

 

Defining culture is extremely difficult because it is not something that you can touch, and it is different for each person and company.

 

Culture is how we perceive and feel about our workplace and the people we work with.

 

It is also the machine that keeps a business running. It is the answer to most of your operational questions, too. It is how each employee interacts with the world around them.

 

Like the DNA of your workforce.

 

The role of leaders

 

Whether it is a positive environment or a negative one, every workplace has a culture.

 

As a leader you don’t get to decide whether or not there is a culture in your facility, but you can choose to make it a good one.

 

The leaders of a company are who ultimately decide how the culture will display itself.

 

To have an equitable, encouraging, motivating, empowering workplace, you must first have an equitable, encouraging, motivating, and empowering leader or group of leaders.

 

The leaders within a company or a facility must take responsibility for this part of the business. Otherwise, a company culture left unattended will inevitably flounder. Someone must be in the driver’s seat.

 

Read Part 3: Leading for Workplace Culture, here.