Modern Machine Shop

OCT 2018

Modern Machine Shop is focused on all aspects of metalworking technology - Providing the new product technologies; process solutions; supplier listings; business management; networking; and event information that companies need to be competitive.

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Page 31 of 147

COMPETING IDEAS MMS OCTOBER 2018 30 Manufacturing Management AUTHOR | Wayne S. Chaneski Executive Director, Center for Manufacturing Systems New Jersey Institute of Technology • Create and communicate a vision. Before leaders can create a vision of how things can and should be, they must understand the organiza- tion and its people. Once the vision is developed, leaders should leave no room for confusion about the vision by sharing it as many times as necessary and explaining why the vision is important to the company and to the employees themselves. It is a good idea to ensure everyone can describe this vision in their own words. Only then will there be widespread acceptance and ownership of the vision. The vision provides the roadmap that enables everyone to know what is expected today and in the future. • Set the example for expectations. Be consistent in aligning what you say with what you do. Show- ing integrity in decision-making, dealing with customers and suppliers, and sharing information will let everyone know where you stand, thereby making it easier for them to do the right thing when asked. Setting and living the example will help to build trust with your employees, and it is far easier for an employee to follow someone they trust. As Maxwell says, "Trust is the foundation of leadership." • Develop trust in others. Leaders gain power when they give up control. Trusting an employee can empower that employee to act, and it is the actions of others that will, more than anything, serve as a measure of your ability to lead. Lead- ers cannot do everything themselves, as there is just not enough time in a day. Even if there was, as business grows, there is a ceiling on what any leader can accomplish alone. This ceiling is raised in proportion to the number of empowered fol- lowers. To the end, it is these empowered follow- ers who will greatly expand your inf luence as a leader. Up In Flames Dotson Iron Castings bounced back from a devastating fire in five weeks because leader- ship focused on transparency and effective collaboration with employees: / comeback <0:7$3686$ /&#.38 )(-#-.(38 , ),'(8 7 )()'#&5#!"5, ),'(5*- (0F)DGGHQ$YH6DQWD$QD&$ &XVWRPHU6HUYLFH<0:86$ 3K)[ ZZZ\PZWDSVXVDFRP

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