A rubber hose maker extrudes tube, braids or spirals on reinforcement and cures long lengths for engines and plants. Hot ovens, long lines and heavy coils put the risk on extrusion, braiding and curing crews.
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Share your requirementsA rubber hose maker produces hoses for radiators, brake and fuel lines, air, water and industrial service. Compound is extruded into a tube, reinforcement is braided or spiralled on, a cover is applied, and the length is cured in an autoclave or oven, over a mandrel or in a coil. Afterwards it is cut, burst or pressure tested and fitted with ferrules or couplings. Because the line is long, a wrong tube diameter shows only after curing. The extruder operator holds size and skin finish, the braider holds carrier tension and lay angle, and the tester proves samples. Coils are heavy, ovens are hot, and every new hose type means a new setup. See also HR for manufacturing.
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 rubber hose 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.
A wrong wall thickness or loose braid is seen only on cured hose, so scrap runs to whole coils and the cause is hard to find.
Carrier tension and lay angle come with months of practice, and a newcomer on a long run can ruin it.
Hauling hot mandrels and heavy coils out of the autoclave brings burns, strained backs and early fatigue.
A hose tested under pressure with a poor fixture or no guard can whip or fail, and speed makes it worse.
New dies, mandrels and carrier settings eat shifts when the changeover habit is loose.
A single extruder or braider hand keeps the unit going, with nobody trained to step in.
Start with the topics that matter most here: Health, Safety and Wellbeing; Learning and Development; Career and Succession Management. Then work through the rest. Each topic is written for manufacturing, not in general.
Induction, records, incident reporting and follow-through.
Training planned from need rather than from the calendar.
Named backups for the roles that cannot be vacant.
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.
Records, attendance, leave and the day-to-day HR that must simply work.
Salary structure, payroll inputs and a month that closes on time.
Goals, reviews and ratings that hold up in a conversation.
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 rubber hose makers business puts in place, in an order that makes each easier. Open any card for the detail.
The operator records outer diameter and surface after extrusion and again after braiding, so faults stop before curing.
The operator records outer diameter and surface after extrusion and again after braiding, so faults stop before curing. See performance management.
A written ladder from loading carriers to setting lay angle, with supervised practice on short lengths.
A written ladder from loading carriers to setting lay angle, with supervised practice on short lengths. A learning plan can carry it.
Rotate mandrel handling, cap time near the oven door, and insist on gloves and sleeves.
Rotate mandrel handling, cap time near the oven door, and insist on gloves and sleeves. See health, safety and wellbeing.
Fixture set-up, guard in place and slow pressure release, practised and signed off before a tester works unsupervised.
Fixture set-up, guard in place and slow pressure release, practised and signed off before a tester works unsupervised.
A back-up board and a month of supervised running.
A back-up board and a month of supervised running. The competency and talent work helps build it.
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.
Stage checks and feedback so a fault is caught on the tube, not on the cured coil.
A graded route for building braider and extruder skill in your own crew.
Heat, coil lifting and pressure-test routines for oven and testing staff.
Cover charts so no single braider or extruder hand holds the whole line.
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 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 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
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 articleMore on the GullyHR blog.
Record outer diameter and surface after each stage. A few minutes of checking saves entire coils from the oven.
Do not set a fixed number of weeks. Use a list of skills with a sign-off against each, and let demonstrated skill decide.
Cap time at the oven door, share mandrel handling among the crew, supply gloves and sleeves, and check practice at shift start.
Only testers who have been briefed and watched at work. Spot-check how they set up the fixture every few weeks.
Train a named second and keep a settings sheet for each hose type, so die and temperature knowledge is written, not remembered by one person.
We would see where faults are first spotted, which people can run extrusion and braiding alone, and how oven and test crews are kept safe. A good first piece of work is a stage check with a cover chart for lead operators. Scope is agreed in writing after we talk.
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