Printwear

October '19

For the Business of Apparel Decorating

Issue link: https://nbm.uberflip.com/i/1166559

Contents of this Issue

Navigation

Page 54 of 152

5 0 P R I N T W E A R O C T O B E R 2 0 1 9 Improve Your Shop's Team Dynamics HOW TO… R unning a shop is a careful balanc- ing act for all producers, whether it's a four-person business where everyone attends to multiple de- partments, or it's a large-scale contract- ing operation with sales, production, and fulfillment divisions. Having staff that's trained is obviously a key component to churning out those high-quality simulated process T-shirts, or intricately embroidered polos, but if those staff members aren't con- nected on the core level, things could come apart quickly. Printwear chats with a few in- dustry professionals and business owners on how to improve dynamics with your team, whether that's three or 30 employees. HEED THE SIGNS Even if customers seem happy and business seems steady, it's recommended that shop owners periodically look around to make sure everything is still running smoothly in-house. One of the key places owners can pinpoint issues is in order accuracy, sug- gests Jacque Lee, Silva Screenprinting & Distribution. "We always know something is wrong when we start seeing our error ra- tio increase," Lee expands. "Our shop runs about 1.5–2% pretty regularly, breakdowns in dynamics are obvious if those start inch- ing up." Looking for ways to streamline in- ternal communication, Lee stresses, is usu- ally the best starting point to reconnecting with employees and finding out why the same errors may be recurring. Outside of more data-driven signs, Howard Potter, CEO of A&P Master Im- ages, contends that there are generally some easier-to-spot signs that may call for some reevaluation: 1. General discord. Staff literally not talk- ing to each other or constantly arguing is always a cause for concern, Potter says. 2. Order dynamics. Owners should be aware if the ordering process is break- ing down on the shop side, through incidents like inaccurate inventory or incorrect order statuses. 3. Attendance/schedule issues. Potter says this is more significant than some- one banking all their vacation days. "Employees not wanting to work over- time with a specific co-worker, con- stantly arriving late, or calling in sick," are all warning signs, he notes. Outside of all logistics, parties contend that general morale around the workplace feeds back into everything. "If you let nega- tivity set in on a company level it could be the first steps to company failure," contends Michael Savino, Total Ink Solutions. More- over, while some issues might trace back to a few problematic employees, Savino urges termination be the last resort. Thankfully, there are a handful of approaches when it comes to improving dynamics. FIXING THE ISSUES When it comes to establishing team dynam- ics, Lee says the process is very shop specific. Smaller shops, for example, might have the entire company meet once a week, while a larger business would typically delegate dif- ferent branches to streamline communica- tion. With Silva, for instance, Lee explains that she acts as an intermediary between the shop's owner and staff to ensure all parties Improve Your Shop's Team Dynamics Improve Your Shop's Team Dynamics Improve Your Shop's is wrong when we start seeing our error ra- tio increase," Lee expands. "Our shop runs about 1.5–2% pretty regularly, breakdowns in dynamics are obvious if those start inch "Employees not wanting to work over time with a specific co-worker, con stantly arriving late, or calling in sick," are all warning signs, he notes. M I K E C L A R K

Articles in this issue

view archives of Printwear - October '19