WHOLISTIC COMPANY IMPACTS ACHIEVED THROUGH FRONT LINE SUPERVISOR APPRENTICESHIP
Growth Manufacturers Case Study
The Challenge
As a young company, Markforged is still developing their formal training program. The company also had operators that were showing passion for their work and for the company. Since the company is very interested in promoting from within, it knew it needed to look for a training provider to fill some of the training gaps, specifically supervisory skills. With the company having just grown to three shifts, there were also several new leads that were new to that role. A director at that time knew of MassMEP from a previous company that he had worked at. He contacted MassMEP and learned about the Front Line Supervisor Apprenticeship training that MassMEP offers. The apprenticeship consists of three modules: Leadership Skills, Manufacturing Principles, and Problem Solving. It is run as a consortium of several companies sending one or two trainees, thus minimizing the number off the floor at the same time.
The Solution
Markforged determined it was a good solution to their situation. They have found that it is a good fit for new operators and operators that have been at the company, but this is their first manufacturing job, as well as those interested in moving up. Frankie Benjaminson, Production Supervisor, stated, “The training helps the participants to develop business acumen and to get to know the industry more. Another benefit is that the training provides a means for the participants to learn about and understand the whole continuous improvement culture, for example kaizens and lean manufacturing. It really provides a baseline awareness that helps in fostering the culture from management down through the shop floor. Markforged has systems in place for suggestions, issues, and improvement ideas. Many ideas come from the shop floor, and lots of problems are solved from the shop floor. One example is related to set up times and how to make that quicker. One training participant started to think more in a business sense as a result of the training. She realized that if she asked an employee or the shift before hers to start her machine, it would allow the machine to be heated up and ready for her to use. That saves her one hour which means she can make more product.”
Another key benefit results from participants doing a final project based on a problem or issue that their company is experiencing. The participant must prepare a presentation and then deliver it to their company supervisor. This helps the participant to gain confidence in their public speaking skills, which can be a great asset. One of Markforged’s participants works in the lab and was left without lead through a variety of employee changes. With no de facto engineer to report to, he was able to put together a case and presentation to request new equipment. He demonstrated the efficiency and time savings for the company if they acquired new equipment. He was able to present his case to management and got the equipment.
Markforged sees that the apprenticeship improves retention and so also saves time and money on recruiting and training. There can be a 6-12 month gap in productivity between having a role open, recruiting, onboarding, training and being fully up to speed. Being able to develop staff from within greatly reduces that lost productivity as well as save external recruiter fees. Four participants have graduated, five are about to graduate, and they plan to send more in the future.
$25,000
Invested in new equipment
$96,000
In cost savings
2.5 hours
Productivity gained per day
~$14,000
extra saleable goods per month
WHAT THEY THINK ABOUT US
In the manufacturing plant it’s usually pretty clear who your rock star operators are. You hear them asking the right questions, helping their peers and see their passion to learn how things are made. These employees often fly through the ranks and jump at any opportunity that’s given to them. Then comes the next question that not all companies are prepared for, “What’s next?” MassMEP’s Frontline Supervisor Apprenticeship is the answer to that question. By introducing their students to lean principles, the value of continuous improvement and how to manage change effectively MassMEP creates a culture of problem solving with your teams. We see this at Markforged by our shift leads communicating losses in uptime and then leading the discussion with engineering to implement countermeasures. Each apprenticeship cohort teams up with leaders of the HR and Safety fields to make sure that candidates develop into people-managing roles that have the tools to uphold their companies policies.
Frankie Benjaminsen,
Production SupervisorAbout Markforged
Markforged’s key product is the Digital Forge. The Digital Forge is the world’s most reliable, intelligent, and easy-to-use additive manufacturing platform. Cloud-based, AI-powered, and always improving, it seamlessly connects software, 3D printers, and materials, empowering engineers and designers to quickly move from design to fully functional industrial parts. Markforged serves the aerospace, automotive, consumer packaged goods, education and research, electronics, energy, federal and defense, industrial equipment, medical, and product development sectors. Everything the company does is made possible by their people. They are a driven team of engineers, problem solvers, and out-of-the-box thinkers. They constantly look for ways to help manufacturers innovate and grow — and are always looking for hard-working, fun-loving individuals to help them on that mission.
With MassMEP
MassMEP along with Associated Industries of Massachusetts (AIM) provided training resulting in a transformational, company-wide training program that went way beyond just the shop floor. The customized training program changed the mindset within the company from reactionary to one with a clear business model and strategic goals. The training provided the company with clear training goals and objectives. Now, all new hires go through a whole week of training. New employees spend at least 30 minutes with each department, plus lunch with the owners. They also conduct a 30-60-90 day check in periods with new employees.