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"Job shop" survival guide

I work for a "job shop", and I'm certain that many of the rest of you do, or will at some point. It seems to be the direction that industry in general is going. Back in my father's day, you got a job with a big multi-national company, advanced in the ranks, and often worked there for most of your career. Today, however, they find more and more ways to 'farm-out' the work to a myriad of small shops, and because of this haphazard nature, there is a wide variety of things you need to consider before joining such an enterprise. I'd like to share a few of my own musings, and would appreciate your own observations:

BEWARE OF 2nd GENERATION SHOPS: Often, a shop was started by some entrepreneur/toolmaker, and after 30+ years, it get taken over by the son or sons of the owner. Sometimes the son is an idiot. Sometimes the 2 sons argue. I've worked for both types, and neither was worth staying with.

BEWARE OF SHOPS WHERE THE BOSS' WIFE IS AN OFFICER: Especially if she knows next-to-nothing about the business.

NEGOTIATE YOUR BEST PAY RATE AT THE BEGINNING: Seriously, you think you'll ever actually get a RAISE? Really?

DON'T BE AFRAID TO INTERVIEW AT OTHER SHOPS: Small shops have limited advancement potential. If you're ready to advance, or want a raise, you often will find it at some other place. You can always come back; it happens all the time.

BEWARE OF TOO-GOOD VACATION BENEFITS: If a big selling point is that, after 3 or 4 years, you'll be getting 4 weeks vacation pay, you can bet your sweet ***** that d@mn few people ever make it to that point. If, OTOH, they offer a decent but non-extravagant package, you can be more certain that people actually achieve these anniversaries.

SHOPS OWNED BY FOREIGNERS: Yeah, sometimes Asian owners can be kinda cheap. Take a close look when you interview.

TAKE A TOUR: If they won't even let you SEE the shop before starting, RUN AWAY as fast as you can. This is probably the number 1 red flag.

I would also say to be careful about shops that keep changing recruiters. They have probably burned their bridges with others, and are a lousy place to work.
Parents
  • For tenure:

    I think a MAJOR concern to look out for is high turnover of management roles. Nammo Talley in Mesa, AZ (Yes I just put them on blast) hired me on, with great pay, great benefits, and seemed like a wonderful place. After about 1 1/2 years, the purge started. CEO changed, then Quality manager changed three times, then the Engineering manager took over for quality... intentionally removing "and continuous improvement" from his job title. Just over three years in, about a dozen 'lifer' employees got canned or had left, including me.
    --First place I was ever fired from. They claimed I tried to improve the organization outside of my scope of work, which was a fire-able offense. lol. The improvement was a training matrix (excel file) that i sent an improved duplicate to the admin who managed it.. Suggesting she could even own the credit for it. Instead of the cells being manually color-coded, it would autoformat her colors once she populated an Y R or L(Yes (green), Re-train (orange), Late (red)) , and it produced the percentage of each individual's effectiveness with training (a couple metrics we all needed to report on, for our quarterly reviews, bonus and merit increases). It showed the engineering manager (my new boss) and his prior engineering subordinates with terrible metrics, he got pissed when it showcased his inability to keep his staff on the ball with compliance.

    So in short, if heads start rolling up top, rev up your resume. If you see changes in titles, take heed, and stick to the surface plate.

    Another experience: I hired on as first Quality Technician with B/E Aerospace (now part of Boeing) at a brand-new facility. I helped select and brought on six peers. I didn't get the "lead" role (a peer I trained did, because he had a community college business degree). I then got laid off after two years because I was the highest paid, and they lost a contract with a customer (overpaid because I was working a ton of OT). Even my boss was surprised they laid me off.
    Lesson to be learned there: Don't train peers with all the tricks in your hat, you're more valuable by keeping some of them to yourself.


    Turnover is a big one where I'm at. My position has been filled by two people previous to me in the last year. I knew this coming in and now I see why.

    What B/E Aerospace did you work at? My wife worked for Herndon Products here in St. Louis which then became B/E then Boeing. She worked there when it was Herndon and B/E but not when it became Boeing. She quit before Boeing took over.
Reply
  • For tenure:

    I think a MAJOR concern to look out for is high turnover of management roles. Nammo Talley in Mesa, AZ (Yes I just put them on blast) hired me on, with great pay, great benefits, and seemed like a wonderful place. After about 1 1/2 years, the purge started. CEO changed, then Quality manager changed three times, then the Engineering manager took over for quality... intentionally removing "and continuous improvement" from his job title. Just over three years in, about a dozen 'lifer' employees got canned or had left, including me.
    --First place I was ever fired from. They claimed I tried to improve the organization outside of my scope of work, which was a fire-able offense. lol. The improvement was a training matrix (excel file) that i sent an improved duplicate to the admin who managed it.. Suggesting she could even own the credit for it. Instead of the cells being manually color-coded, it would autoformat her colors once she populated an Y R or L(Yes (green), Re-train (orange), Late (red)) , and it produced the percentage of each individual's effectiveness with training (a couple metrics we all needed to report on, for our quarterly reviews, bonus and merit increases). It showed the engineering manager (my new boss) and his prior engineering subordinates with terrible metrics, he got pissed when it showcased his inability to keep his staff on the ball with compliance.

    So in short, if heads start rolling up top, rev up your resume. If you see changes in titles, take heed, and stick to the surface plate.

    Another experience: I hired on as first Quality Technician with B/E Aerospace (now part of Boeing) at a brand-new facility. I helped select and brought on six peers. I didn't get the "lead" role (a peer I trained did, because he had a community college business degree). I then got laid off after two years because I was the highest paid, and they lost a contract with a customer (overpaid because I was working a ton of OT). Even my boss was surprised they laid me off.
    Lesson to be learned there: Don't train peers with all the tricks in your hat, you're more valuable by keeping some of them to yourself.


    Turnover is a big one where I'm at. My position has been filled by two people previous to me in the last year. I knew this coming in and now I see why.

    What B/E Aerospace did you work at? My wife worked for Herndon Products here in St. Louis which then became B/E then Boeing. She worked there when it was Herndon and B/E but not when it became Boeing. She quit before Boeing took over.
Children
  • It was their Consumables management division, Headquarters in Miami (Doral), FL, and they have a 'forward stocking location' here in Chandler AZ. it's still here and I still have a few buddies working there. It's a weird story, as B/E acquired Honeywell's consumable management division, and we were operating under Honeywell's FAA permit. Then Aviall bought them, who was bought by Boeing.

    Not sure if they are still working at that capacity or if they got their own FAA authorization.
    I was an FAA ODA, issuing 8130-3's for commercial flight consumables (bearings, gaskets, fasteners, etc. hardware).

    Place was held together with bubblegum and masking tape. They used a freeware called PUTTY/CARDEX to manage the entire enterprise. It actually did well, but that's because they had an IT staff that was almost as large as the warehouse staff.