Dana Reinholt

I spent twenty-six years in manufacturing in Ohio, from the floor to operations director across three plants. I now work with front-line supervisors and plant managers, which is the layer everybody trains last and blames first. The problems are concrete. A shift that will not hit numbers while the other two do. A supervisor who was the best operator and is now the worst manager. Turnover that everybody attributes to pay when exit interviews say schedule and supervisor. That third one is nearly universal and it is fixable without money. I do not do leadership workshops. Bring me a specific person or a specific shift and we work the actual situation: what you will say, when, and what you do if they push back. If the honest answer is that somebody needs to be moved out of a supervisory role, I will say that too, because stringing it out is worse for them than for you.

Langues de consultation

• 🇬🇧Anglais

Compétences

• Front-line supervision
• Shift performance
• Turnover and retention
• Promoting from the floor
• Difficult personnel decisions
• Union environments