John Schaefer Email & Phone Number

In 1980, I joined the IE team at Garrett Turbine Engine Company, supporting the Wheel Line. Three production lines, Wheels, Gears, and Cases, manufactured components for commercial aircraft Auxiliary Power Units (APUs). The Wheel Line crafted turbine wheels, crucial components requiring precise cuts and riveting. Mistakes were costly, jeopardizing monthly production schedules.We operated round-the-clock, with me overseeing time standards. Examining the process, I discovered the night shift operator achieved 20 to 25 cuts per electrode change on the Electronic Discharge Machine (EDM), compared to 4-5 cuts on other shifts. This substantial gap intrigued me. When I approached the operator for insights, he hesitated to share, fearing increased workload if productivity rose.This reluctance was a wake-up call. It wasn't solely his mindset; it reflected Garrett's leadership failures. Employees lacked incentives to contribute ideas for improvement. Recognizing this, I devised a comprehensive incentive program spanning all shifts, rewarding suggestions to minimize setups and scrap.I felt that implementing three core principles would prove effective:1. Cultivate trust with employees, fostering a desire to contribute to the company's success willingly.2. Offer financial incentives for productivity suggestions, aligning employees' interests with business goals.3. Facilitate seamless communication between shifts, minimizing setup time, reducing scraped parts and other disruptions.Despite demonstrating potential savings exceeding $1M annually, upper management didn't adopt my proposals. Nevertheless, this experience inspired me to assist other companies in implementing similar strategies.Over the past three decades, I've delved into recognition, employee engagement, and performance management. Regardless of industry or demographics, successful programs hinge on Trust, Respect, and Consistency. When launching initiatives with clients, I emphasize genuine communication and treating employees as individuals first and foremost, then as employees and key contributors to a winning team.I'm open to brainstorming ways we can work together to create initatives with, and for, your company.

Listed skills include Training, Leadership, Management, Strategic Planning, and 30 others.

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  Arizona State University

  Industrial Engineer