TLP announced as Award Winner in the 2021 Graphics Excellence Awards earning both a Certificate of Merit and Best in Category.

TLP formalized a mentoring program to link employees with leadership to help achieve goals but to strengthen bonds within the team.

The start of a new year brings with it the annual tradition of resolution setting at a personal level. Always popular are the goals to better oneself at the start of a new year through a variety of avenues (health, financial fitness, etc.).

But what about solution setting for your business “self”?

Sure, we close our calendar year with strategic sessions and budgeting but in the same essence of personal betterment, business resolutions should improve upon the business identity or corporate culture and the people and community involved with and supporting your organization.

2020 proved to us that the strength of our culture and our team is everything. As we look to 2021, our business resolutions continue to evolve and grow but focusing on a strong culture and a strong team is paramount. We will increasingly come alongside our teammates with compassionate flexibility and implement creative ways to help each other balance family and work. From new technology investments that will make our jobs easier, to increased cross training throughout the company that will provide more opportunity for flexibility and “load leveling”. Obviously, all of this comes with the expectation that we must continually give our customers products and services at a level they won’t find elsewhere.

We will also be ever more resolute towards having a positive impact on our community. From a stepped-up partnership with the American Heart Association to increasing the frequency of our company wide food drives to help support our local food pantries.

To that end, our “resolution” is to continually get better at Touching Peoples’ Lives. We will always intensely focus on our customers with an uncompromised emphasis on our team. And we’ll always focus on being a positive force in our community.

Interested in seeing #TOGETHERatTLP in action? Follow us on Instagram and Facebook to see event and team pictures!

By Jeff Kerlin, President & CEO & Nicole Richard, Director of Human Resources

TLP’s Keys to Employee Engagement

Have you seen the quote floating around your social network, “Pay attention to how companies treat their employees during this time. It speaks volumes to their core ethics.”

Getting and keeping employees engaged and connected during normal times is challenging. These days, when our teams are stressed, scared and weary, it can be even more challenging. I’ll argue, it can also be a bit easier. People want something to believe in and something to rally around. Keeping each other safe, and keeping the company that supports all the associated families viable, is a cause that most people can grab on to.

Using our core values and our company ethics, as a guide, here are three things that TLP is doing to weather the storm.

Keeping Employees Engaged at TLP:

  1. Reigniting continuous improvement initiatives: Using these slower times to tackle projects and training we’ve been putting off can make our companies and employees stronger, create a bond between team members, and better prepare us for the road ahead.
  2. Maintaining internal and external communication and transparency: Regularly checking in with our team members / customers / vendors and asking them how they and their families are doing is powerful. They want to know we care about them and that our company will be OK.
  3. Employee Engagement, Tailored Label Products

    TLP Employees Enjoy a Summer Treat!

    Don’t forget the FUN: In the midst of all of this, I believe it’s important to have fun as well.This week, I’ve been recording myself telling quick “Dad joke” videos and sending them out to the whole company. We also have theme days for work attire. Sweats day, Tie Dye day, etc… It’s corny stuff but I believe our folks appreciate the effort and the intent.

We want our employees, customers and vendors to remember, after all this has passed, the stability and support they felt within the work environment at TLP and within their relationship with TLP.

Our goal for our company, and for others, can’t be simply to survive. We should aim to thrive, coming out of this nightmare stronger than we were before it came.

Find out more about how we do business at TLP by clicking over to our ABOUT US section. 

By Jeff Kerlin , President & CEO at Tailored Label Products, Inc.
Milwaukee Business Journal Leadership Trust
When it comes to employee engagement, we often think of things like profit sharing, celebrations, communication and recognition. While these things are certainly important, we’ve found that having a robust cross-training culture not only allows us to better serve our customers, but it also increases the engagement of our team members.
My company uses a cross-training program that we call 3×3. The goal is to have three employees (at least) trained to “rock star” level on every machine or process in our plant — and the same for every office position as well.
We have a large matrix that lists each machine or process on one axis, and then every employee on the other axis. Each employee’s level of training is denoted by an A, B, C or T, or it’s left blank. We want every employee to be at a level A in at least three different areas.
  • A is a fully trained rock star.
  • B is someone who can do approximately 85% of the work.
  • C is someone who can do the basic, routine work.
  • T is someone who has just begun training.
  • A blank space denotes no training in this area at all.

Benefits of Cross Training Employees

The benefits of a robust cross-training system are obvious. Staffing flexibility and increased machine uptime are immediate wins that pay huge dividends when you’re constantly reacting to changing customer demands.

There are several side benefits, however, that we didn’t anticipate:

  • Competitive, high-achieving and self-confident employees love this program. Employees compete to see who can have the most A’s in a particular department.
  • It’s an easy way to identify strong learners and not-so-strong ones.
  • It reinforces the idea that no one exclusively owns a process or machine. Gone are the days of “This is my press,” or “This is my customer, and no one should touch the account while I’m out.”
  • Employees may discover that they absolutely love a new process and would like to work more in a particular area.
  • Employees are often surprised by what they learn about themselves as they take on the challenge of learning something new that they’ve never been exposed to.
  • Employees who are being cross-trained in a new area or process quickly develop an appreciation for what their teammates do each day. And they often offer up new ideas as a result of their fresh perspective.
  • Employees genuinely appreciate the investment you’re making in them as individuals as well as the investment you’re making in the company as a whole.
  • Employees understand that cross-training allows the company to keep headcount as low as possible and thereby share the profits with fewer folks.

cross training employees, benefits of cross training employees

If you’d like to implement a similar system in your own company, here’s my advice.

First, conduct a risk assessment of each department in which you’d like to implement 3×3. The assessment should reveal your current level of risk for each process/role, answering questions such as: What is the likelihood that there could be no trained employees on this process? How big of an issue is it if you are without a trained employee for a given time? How long will it take to train someone new in this role?

Once your assessment is completed, you can prioritize your cross-training plan according to your risks and the availability of existing employees who are capable of learning other roles. If you have a high-risk role and no one internally who can learn it, you may need to consider hiring someone.

For obvious reasons, getting a department completely trained in 3×3 takes a lot of time. Consider setting an initial goal of 2×2, and strive for a time when no process relies on just one person.

Remember, this program should not only mitigate risks and provide you and your team with peace of mind, but it should also be an exciting opportunity for your team members to learn new skills and help each other. As with any change in an organization, though, be prepared for resistance. Sell your team on the “why,” and maybe even incentivize them or make a competition out of it.

This program has brought us closer together as one big team and made it a whole lot easier for our teammates to have each others’ backs. Hopefully it can do the same for you.

Originally published in the Milwaukee Business Journal Leadership Trust: Original Article

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