Industries
Why manufacturing employees leave and how to understand why
Operators, technicians and supervisors leave for reasons that sit in shifts, skills and supervision. How to ask, read the pattern by shift and act on it.
6 min readRead article
Aerospace and Defence Components · Aerospace Tooling Makers
HR for Aerospace Tooling Makers: Jigs, Fixtures, Gauges and Tool Room Skills
Aerospace tooling makers build the jigs, fixtures, gauges and moulds that other aerospace plants use to hold and check parts. Tool room craft skill takes a decade to build and is held by very few people.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsAn aerospace tooling maker designs and builds jigs, assembly fixtures, inspection gauges, forming dies and moulds. The work flows from a customer's part drawing to tool design, material cutting, rough and finish machining, wire cutting or grinding, hand fitting and bench scraping, trial on a sample part, and final measurement. Each tool is a one-off. A tool room has a few master craftsmen who fit and finish by hand and judge by feel. Delivery is by project, with a long quiet design phase followed by a hard push to meet the customer's trial date. Apprentices take years to become useful, and masters are close to retirement in many shops. See also HR for manufacturing.
- Plan
- Hire
- Onboard
- Manage
- Develop
- Perform
- Engage
- Retain
- Exit
- Improve
When HR is weak in aerospace tooling makers, you may see
- The master toolmaker is close to retirement
- Apprenticeship is long and informal
- Project deadlines bunch the work
- Machine operators and toolmakers do not share a view of quality
- Pay does not separate craft from routine work
- Designers rarely visit the bench
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
Who does the work in aerospace tooling makers
HR here has to work for each of these groups, not only the office. The set-up below is written with all of them in mind.
- Tool designers
- Toolmakers and fitters
- Wire EDM and grinding operators
- CNC machinists
- Bench and scraping craftsmen
- Tool inspection and gauge staff
- Project coordinators
- Apprentices
- Stores and heat treatment liaison staff
Where HR strains in aerospace tooling makers
The master toolmaker is close to retirement
Hand fitting and judging by feel sit with one or two people, and no one has learned it from them in a planned way.
Apprenticeship is long and informal
A trainee may spend years sweeping and fetching before being taught, and the best often leave before they are useful.
Project deadlines bunch the work
Design runs long, then machining, fitting and trial must all fit in a few weeks before the customer's date.
Machine operators and toolmakers do not share a view of quality
A machined block that is within drawing tolerance may still be hard to fit, and the fitters carry the extra hours.
Pay does not separate craft from routine work
A toolmaker doing hand fitting and a machinist loading blocks may be paid close together, so the craft feels unrewarded.
Designers rarely visit the bench
Tool designers and fitters work apart, so design details that cause rework at assembly are never fed back.
HR topics for aerospace tooling makers
Start with the topics that matter most here: Career and Succession Management; Learning and Development; HR Strategy and Workforce Planning. Then work through the rest. Each topic is written for manufacturing, not in general.
Career and Succession Management
Named backups for the roles that cannot be vacant.
Learning and Development
Training planned from need rather than from the calendar.
HR Strategy and Workforce Planning
How many people, in which roles, by when — and what they will cost.
Organisation Design
Structure, reporting lines and who is allowed to decide what.
Recruitment and Talent Acquisition
Requisition to joining, the same way every time.
Onboarding and Probation
A first day that is the same for the fifth joiner as the first.
Employee Administration
Records, attendance, leave and the day-to-day HR that must simply work.
Compensation, Payroll and Benefits
Salary structure, payroll inputs and a month that closes on time.
Performance Management
Goals, reviews and ratings that hold up in a conversation.
Employee Engagement and Experience
Communication, recognition and the conditions people actually work in.
Employee Relations
Two routes — one for complaints, one for conduct — kept separate.
Policies, Compliance and Governance
Policies a manager can apply, and obligations with owners and dates.
Health, Safety and Wellbeing
Induction, records, incident reporting and follow-through.
Retention and Attrition Management
Who leaves, when, why — and which of them mattered.
Exit and Alumni Management
Resignation to relieving letter, in a defined order.
HR Technology and Automation
Records that survive people, and approvals that do not queue.
HR Analytics and Management Reporting
A short monthly pack management actually reads.
HR Operations and Governance
An HR function that runs the same way every month.
What a working HR set-up looks like
The pieces a aerospace tooling makers business puts in place, in an order that makes each easier. Open any card for the detail.
Capture the master's craft before he leaves
Plan a series of recorded fitting and scraping jobs with a named apprentice working beside him.
What this coversHide
Capture the master's craft before he leaves
Plan a series of recorded fitting and scraping jobs with a named apprentice working beside him.
What this coversHidePlan a series of recorded fitting and scraping jobs with a named apprentice working beside him. Include it in the succession planning for the tool room.
Run a written apprenticeship over several years
Set skills year by year with a monthly check by a named mentor.
What this coversHide
Run a written apprenticeship over several years
Set skills year by year with a monthly check by a named mentor.
What this coversHideSet skills year by year with a monthly check by a named mentor. The learning and development process can provide the structure.
Plan project peaks from the start
Break each tool into stages with dates and a staffing view so the final push is not a surprise.
What this coversHide
Plan project peaks from the start
Break each tool into stages with dates and a staffing view so the final push is not a surprise.
What this coversHideBreak each tool into stages with dates and a staffing view so the final push is not a surprise. Use workforce planning.
Link machinists and fitters through a fit check
A short review after rough machining where the fitter says what will be difficult, so fixes happen before finishing.
What this coversHide
Link machinists and fitters through a fit check
A short review after rough machining where the fitter says what will be difficult, so fixes happen before finishing.
What this coversHideA short review after rough machining where the fitter says what will be difficult, so fixes happen before finishing.
Grade craft separately from routine machining
Separate scales for hand fitting and gauge work, with their own pay, show that the craft is valued.
What this coversHide
Grade craft separately from routine machining
Separate scales for hand fitting and gauge work, with their own pay, show that the craft is valued.
What this coversHideSeparate scales for hand fitting and gauge work, with their own pay, show that the craft is valued. See compensation benchmarking.
Start by checking where you stand
Before changing anything, find out what is true today. These checks take an afternoon and tell you which of the topics above to start with.
Share your requirements- Name your master toolmakers and their ages, and who is learning from each.
- Check how long each apprentice has been with you and what they can now do alone.
- List tools delivered late last year and the stage where the delay began.
- Ask a fitter which machined parts were hardest to fit and why.
- Ask designers when they last stood at the bench during a build.
- Confirm with a qualified professional the registration, record-keeping and employment obligations that apply to your aerospace tooling makers business.
Confirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
How GullyHR helps
The services below fit this kind of business best. Each starts by recording where you stand, and every later report compares against that. We do not promise outcomes.
- Succession planning
A plan to pass hand fitting and gauge skills from master toolmakers to named successors before they retire.
- Learning and development process
A written, multi-year route for apprentices with mentors and monthly checks.
- HR strategy and workforce planning
A staffing view of each tool project so peaks are planned, not endured.
- Compensation benchmarking
Separate grades for craft work and routine machining so the master craftsmen see their skill recognised.
Start with a free conversation, or see the paid HR Diagnostic.
Our HR transformation approach
- 1
Assess
Understand the business, its workforce, current processes and HR challenges.
- 2
Identify gaps
Find the missing, weak, inconsistent or person-dependent processes.
- 3
Design
Create the structure, processes, policies, SOPs, dashboards and systems needed.
- 4
Implement
Help HR and department managers actually adopt the new system.
- 5
Automate
Digitise repetitive and approval-based workflows where it is worth doing.
- 6
Measure
Track hiring, attendance, employee cost, performance, training and attrition.
- 7
Improve
Strengthen the people-management system continuously, not once.
Blogs worth reading first
From the GullyHR blog: one on HR in manufacturing, and one on each of the topics this page points to.
HR Management
"What if this person resigned tomorrow?" A succession exercise for small companies
A two-hour exercise that names the roles you could not fill quickly, who could cover them, and what readiness would actually require.
7 min readRead article
HR Process
The training calendar nobody attends: fixing the learning and development process
A calendar of courses, a budget spent by March and no record of what any of it changed. What a learning and development process contains when it starts from need rather than from the catalogue.
7 min readRead article
HR Management
"We need two more people": the headcount plan nobody wrote
Hiring decisions made one request at a time, in the month the pain is worst. What a workforce plan contains and why a twelve-month view changes what you hire.
7 min readRead articleMore on the GullyHR blog.
Questions owners ask
Start early. Pair a named apprentice with him on live jobs, record the method with photos and notes, and give him a recognised role as teacher. Skill moves slowly, so plan over years.
Usually because training is vague and pay does not move. A written plan with visible steps, a mentor and a review of pay at each step keeps more of them.
Break each tool into stages with dates, review progress weekly and move people early to the stage that is slipping. A planned peak is much easier on a small team.
Many tool rooms do, because hand fitting is rarer and takes longer to learn than routine machining. Write the grades clearly and review them yearly.
Hold a short fit review after rough machining, and ask designers to spend a morning at the bench each quarter. Small contacts reduce design faults that cost time later.
We would list your master toolmakers and who is learning from each, review tools delivered late and where the delay started, and look at apprentice progress. A good first piece of work is a written apprenticeship with a craft grade scale. Scope is agreed in writing afterwards.
More on HR for manufacturing
All 6 business types in aerospace and defence components · Find another business type