An industrial rubber parts maker builds custom pads, bushes, mounts, rollers and linings for plants, sometimes bonded to metal. Small batches and customer drawings mean every order asks something fresh of the crew.
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Share your requirementsAn industrial rubber parts maker produces custom anti-vibration mounts, bushes, pads, rollers, linings and metal-bonded parts for factories and equipment builders. Some parts are moulded in presses, some are built up and cured on rollers, and others are bonded to metal that has been blasted, cleaned and primed. Orders come as a drawing or a worn sample, with small batches, revisions and a deadline tied to a breakdown or a project. The unit holds a large stock of moulds, and finding and fitting the right one is a task in itself. Bonding needs clean metal and careful timing. Operators, fitters and finishers learn by working on several job types, and the person who remembers a part's history is hard to replace. For the wider sector, read the manufacturing overview.
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
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.
GullyHR runs talent acquisition for permanent roles in industrial rubber parts makers. For each role we agree the job description with you, find and screen candidates against it, and support the offer through to joining. Tell us the role and the number of people, and we start there.
We recruit permanent employees. We do not supply contract or temporary staff.
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.
We agree what the role must deliver, the must-have and nice-to-have skills, and how each will be scored.
Screening call, assessment, interview rounds and decision points, sized to the role and the number of people you hire.
Structured questions for each role family and a rating guide, so two interviewers judge the same answer the same way.
A short briefing for your managers on what to ask, what to avoid and how to give a clear yes or no.
Who approves, how the offer is made, and how candidates are kept informed from first call to joining.
Changing drawings, small batches and special parts bring constant fresh set-ups, and operators who prefer routine struggle.
A badly bonded part may fail in the customer's plant, and the cause could lie in cleaning, priming or timing.
Only a handful know which mould suits which job and what went wrong the last time it ran.
A customer's machine failure creates a rush order, and the work already planned slips behind it.
Blasting and cleaning metal throw up dust and noise, and the use of protection is patchy.
Pricing leans on one person's recall of past jobs, and costing quality drops when that person leaves.
Start with the topics that matter most here: Learning and Development; Employee Administration; Health, Safety and Wellbeing. Then work through the rest. Each topic is written for manufacturing, not in general.
Training planned from need rather than from the calendar.
Records, attendance, leave and the day-to-day HR that must simply work.
Induction, records, incident reporting and follow-through.
How many people, in which roles, by when, and what they will cost.
Structure, reporting lines and who is allowed to decide what.
Requisition to joining, the same way every time.
A first day that is the same for the fifth joiner as the first.
Salary structure, payroll inputs and a month that closes on time.
Goals, reviews and ratings that hold up in a conversation.
Named backups for the roles that cannot be vacant.
Communication, recognition and the conditions people actually work in.
Two routes, one for complaints, one for conduct, kept separate.
Policies a manager can apply, and obligations with owners and dates.
Who leaves, when, why, and which of them mattered.
Resignation to relieving letter, in a defined order.
Records that survive people, and approvals that do not queue.
A short monthly pack management actually reads.
An HR function that runs the same way every month.
The pieces a industrial rubber parts makers business puts in place, in an order that makes each easier. Open any card for the detail.
Mould used, settings, faults and customer remarks, filled by the operator when the job closes.
Mould used, settings, faults and customer remarks, filled by the operator when the job closes. See HR documentation.
A written process for cleaning, priming and timing, and a test before anyone bonds alone.
A written process for cleaning, priming and timing, and a test before anyone bonds alone. A learning plan can carry it.
One approval step, an agreed overtime rota and a note to planners so displaced jobs are replanned.
One approval step, an agreed overtime rota and a note to planners so displaced jobs are replanned. Put it in your shift rota rules.
Masks, ear protection and dust control checked at the start of each shift.
Masks, ear protection and dust control checked at the start of each shift. See health and safety routines.
A shared costing sheet and a second person trained to estimate the common jobs, so quotes do not rest on one memory.
A shared costing sheet and a second person trained to estimate the common jobs, so quotes do not rest on one memory.
Before changing anything, find out what is true today. Work through the checks using a recent operating period. The time needed depends on the records you hold; note missing evidence and use the findings to choose a priority.
Share your requirementsConfirm 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.
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.
Job history and training records kept in a form the whole unit can use.
A structured route to learn bonding and mould fitting.
Fair handling of rush-order overtime and replanned work.
Dust and noise controls for metal preparation staff.
Start with a free conversation, or see the paid HR Diagnostic.
Understand the business, its workforce, current processes and HR challenges.
Find the missing, weak, inconsistent or person-dependent processes.
Create the structure, processes, policies, SOPs, dashboards and systems needed.
Help HR and department managers actually adopt the new system.
Digitise repetitive and approval-based workflows where it is worth doing.
Track hiring, attendance, employee cost, performance, training and attrition.
Strengthen the people-management system continuously, not once.
From the GullyHR blog: one on HR in manufacturing, and one on each of the topics this page points to.
Why the best operator can struggle as shift supervisor, what it costs the line, and a practical way to choose, prepare and back new supervisors in any kind of plant.
7 min readRead article
A founder's guide to hiring freshers and running a first-year programme: campus or open drives, a screening round, a training plan by quarter, mentors and checkpoints.
6 min readRead article
Payroll says one joining date, the personal file says another and the manager remembers a third. How to establish a single trustworthy employee record and keep it that way.
7 min readRead article
A shift, weekly and monthly safety routine for rubber plants that names who checks platen guards, mill trip bars, autoclave doors, burst-test cages and slings, and who acts on near misses.
7 min readRead articleMore on the GullyHR blog.
Use a short job card with set-up details plus a history sheet. It cuts relearning and helps new operators find their feet.
Define the cleaning, priming and timing steps, train and test people and keep a record for each job.
Record mould use and faults on a shared sheet, and pair juniors with the people who know the moulds.
Agree an approval step, share the overtime fairly among operators and tell planners at once so other jobs are moved, not forgotten.
Name one person and train a second alongside, both working from a shared costing sheet so the method is written and can be checked.
We would ask whether repeat parts have a job history, who is trusted to bond metal and how they learned, and how rush orders change your plan. A history sheet plus a bonding skills path is a practical first project. We would then write the scope down for you.
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Tell us your industry, team size and the issue you want to address. Bring one example of where work gets delayed or ownership is unclear, and the deadline or decision you are working towards.
