Strategies to Train, Upskill, & Engage Your Workforce

Do these challenges sound familiar?

You want to provide fulfilling careers to your team.

It takes too long to train people.

You need capable people ready to make decisions while you are away.

You want your managers to be successful leaders.

An experienced manager is cross-training an employee on an unfamiliar machine.
 A manager shaking an employee’s hand after a successful performance review
Employee Training

Help Employees Grow Their Skills

Your team is the key to the success of your business. Watch your best workers become your best supervisors, and your whole team drive more efficiency on the shop floor through our training programs and network of training resources.

“Nevada Industry Excellence has consistently responded to our manufacturing, process improvement and employee development requests. Manufacture Nevada’s portfolio of services and experienced resources have been a fit to our needs in supporting and improving, both our current and future growth demands.”

Portrait of Katie Sherin
Katie Sherin
COO, Public Restroom Company
A Manufacturing Business Advisor helps train an employee on standards to improve safety on the factory floor.
Employee Retention

Keep & Train Your Best Employees

Turnover can be one of the most costly threats to a manufacturing business. We develop tailored strategies that improve employee job satisfaction and upskill your best workers, so they stick around for the long haul.

“Manufacture Nevada is an amazing resource. Pure Gold.”

Robbin Turner
Robbin Turner
President, Sable Systems International
Workforce Utilization

Help Your Employees Reach Their Full Potential

Poor time utilization can cause low morale and lead to poor team performance. Let’s work together to develop strategies to ensure your workers reach their full potential – improving your workforce’s efficiency and job satisfaction.

“Manufacture Nevada’s training and expertise in lean manufacturing provided the right tools at the right time to help grow our new product line and fit it into our existing facility. Our new Bio Cart is now a standardized product that is ready to dominate the market!”

Portrait of Aaron Kozar
Aaron Kozar
VP & General Manager, Orbus Exhibit and Display
A Manufacturing Business Advisor helps train an employee on standards to improve safety on the factory floor.
Company Culture

Define & Create the Culture You Want in Your Workplace

Create a business people want to work for. Together, we can determine what it means to be a part of your company and equip your managers with the tools they need to align your whole workforce with the new vision.

"It used to be maybe an idea would get tossed out and people would say we have done it this way for 15 or 20 years, why should we change? Now our workers have set up lean manufacturing cellularized lines and let the employees design the lines and take ownership of it because it is theirs.”

Bill Martin
Bill Martin
Quality Assurance Manager, MicroMetl

Take the First Step

Get in contact with a Manufacture Nevada representative to discuss your workforce challenges.

Subscribe for Updates

Stay up to date with the latest news from Manufacture Nevada.

By clicking Sign Up you're confirming that you agree with our Terms and Conditions.
Thank you! Your submission has been received!
Oops! Something went wrong while submitting the form.
A person in safety gear watching a process
Reno Cerakote

Reno Cerakote wanted to reinforce their commitment to quality while expanding to new markets and investing in personnel development. Reno Cerakote approached Manufacture Nevada, part of the MEP National Network™, for assistance with achieving ISO 9001-2015 due to Manufacture Nevada’s extremely good track record for successfully transitioning Nevada manufacturers to ISO certification.

two manufacturers talk near a machine
WMS Gaming

The FOCUS classes, hosted by Manufacture Nevada, gave WMS the ability to put the knowledge they gained into action to create an energy project for its facilities. The proposed solution was the installation of an energy management system (EMS). This would precisely control the lighting use and reduce the waste inherent in their current lighting practices. The EMS will make use of occupancy sensors, photo sensors, and computer-controlled lighting management to help the company realize substantial energy and cost savings.

an empty factory floor
Vitamix Lean DC

The main objective for Vitamix in 2014 was to educate their employees on Lean principles and to implement foundational elements of their VLE system. The first step involved sending all of the Reno DC employees to Lean 101 workshops. Throughout Vitamix, more than 600 employees have been educated with this eight hour, learn-do style workshop. The class exposed their employees to fundamental Lean concepts, galvanized a common Lean language, aligned them around the continuous improvement objective, and clarified reasons why Vitamix is committed to this Lean transformation. The foundational elements that were implemented included: Management for Daily Improvement (MDI) management system comprised of daily standup meetings, metric boards, and leader standard work; visual management throughout the DC; and 6S workplace organization. Throughout the implementation, our Project Manager from Manufacture Nevada acted as the technical liaison between the Reno DC and the Lean Department in Cleveland. She supported the implementation through weekly visits to the DC to ensure the systems were being sustained, coaching the employees, and facilitating 6S kaizen events.

an empty factory floor
Sable Systems International

Sable Systems International is a four-time attendee of Manufacture Nevada’s ExporTech program and uses the process to develop a new market every year. Export experts train new employees in the complexities of paperwork, their experienced export coach provides support and the paid UNLV intern’s market research is up-to-the-minute accurate.

an empty factory floor
Orbus Exhibit and Display

Manufacture Nevada met with Orbus Exhibit and Display to discuss their needs. Their headquarters in Illinois had started their lean venture and the Nevada operation needed assistance with implementing the same lean concepts. Manufacture Nevada started with an assessment of the Nevada manufacturing operations and an analysis of the lean processes the Illinois plant had put in place. Manufacture Nevada provided lean training to key supervisors and then coached their implementation of Value Stream Mapping and 5S. Manufacture Nevada worked with Orbus’ schedule and implemented lean in short sessions over several months with very minimal disruption to Orbus’ schedule.

an empty textile factory floor
North Sails Minden

Manufacture Nevada local project managers conducted onsite facility assessments, reviewed manufacturing steps and concerns, and worked with North’s Operations Manager, Plant Manager and Human Resources Manager. Together they designed Lean workshops to incorporate North’s existing process and flow and encourage employee participation and idea generation for improvements. They conducted an onsite Lean workshop as an employee introduction and stimulus to lean improvement methodologies, to be followed by a more detailed session with North hosting a week long Lean Leader workshop involving key lead personnel and to delve deeper into more lean concepts and principles. They finished with an onsite workplace Kaizen improvement event and implementation in their production facility involving the manufacturing leads along with production line personnel.

Worker machining a part
K2 Energy Solutions

Manufacture Nevada visited with K2 Energy Solutions Inc. to discuss their needs. After an assessment of their manufacturing operations, it was determined that lean manufacturing principles would help some of their manufacturing issues. Manufacture Nevada provided K2 Energy Solutions Inc. with lean manufacturing training for manufacturing personnel.

sparks flying from a machine cutting metal
Jensen Metaltech

Rapid growth at the company led to the creation of a workforce that was experiencing high turnover. There was also a significant increase in rework, related to a combination of the turnover and weak control on manufacturing drawings. Additionally, 15% of the workforce had English as a second language. With supervisors receiving only limited basic supervision training from the Nevada Association of Employers and the rest of the workforce receiving no soft skills training at all, action had to be taken to improve retention and reduce rework costs. Jensen decided that by combining the teamwork elements of implementing a company wide 5S (sort, set in order, shine, standardize, sustain) initiative along with integrating supervisory and coaching skills, improvements could be made in both rework reduction and workforce improvements.

an empty factory floor
FDC Graphic Films, Inc.

Manufacture Nevada proposed 3 different options to deliver 5S tools to FDC. Consultants proposed a customized workshop with a session for each S. Ultimately the team decided that an in-house 5S workshop and implementation for the entire FDC organization would be the best way to start this program. Providing a custom 5S program designed around the Reno operation provided an optimized approach for the facility. Manufacture Nevada designed a very flexible project to allow the least disruption to the operations while providing 5S tools to the entire organization. Fibelstad wanted to ensure that the duration of each workshop would allow safe shutdown of the operation without the risk for service failures. Leadership at FDC headquarters in Indiana was very impressed with the program planned for the Reno operation.

two manufacturers talk near a machine
GE Engine Services

Manufacture Nevada’s industrial experience and strong partnerships with state and local entities proved invaluable in solving GE’s concerns. Manufacture Nevada worked with local authorities and the Plant Manager, Anup Kolatkar, to work through difficult applications for the incentives for their expansion Manufacture Nevada was successful in providing and sourcing training funds from Train Employees Now through the Las Vegas Global Economic Alliance and the Governor’s Office of Economic Development.

Worker machining a part
Bureau Veritas Minerals

Manufacture Nevada worked with Bureau Veritas Minerals (BVM) to determine the appropriate approach and resources for 5S implementation. A GAP analysis was performed to determine the scope of the project, after which, Manufacture Nevada presented multiple resources that could assist BVM. Bureau Veritas Minerals chose Creating Effective Organizations, Inc. (CEO) to be part of their team. CEO facilitated 5S workshops for all employees, participated in weekly GEMBA walks and led impact and opportunity review sessions. Cross functional teams received classroom training followed by practical application of each 5S principle. This approach allowed Bureau Veritas Minerals to interact with a hands-on mentor to guide them through the culture change and successful implementation of a 5S system with the ultimate goal of reducing turn-around time and improving process efficiency while maintaining quality.

sparks flying from a machine cutting metal
American AVK Company

Manufacture Nevada brought in a leadership development coach to implement a six-month program for the AVK Production Supervisor team. The coach held individual and small group coaching conversations on the shop floor during production operations, allowing supervisors to remain “on the job.” Manufacture Nevada engaged upper management in the development of the participants and used real-time company situations as training opportunities. Participants met with the coach in bimonthly sessions to learn and implement key leadership principles.

an empty factory floor
Air-Care

Manufacture Nevada met with Air-Care to discuss their needs. After an assessment of the manufacturing operations, Manufacture Nevada provided Lean, 5S, and Quick Changeover (SMED) training to key supervisors and line staff. The implementation phase consisted of coaching on the principles. Manufacture Nevada worked with Air-Care’s schedule and implemented lean in short visits over 3 months with very minimal disruption to their schedule.