AI is quickly becoming an essential operational and strategic tool for employers in all industries, and manufacturing is no exception. From optimizing organizations’ HR functions to ensuring work environments are safe and productive, AI is influencing just about every aspect of work. And we are just scratching the surface on understanding the value this technology can drive.

In this two-part episode of "Manufacturing Success," Michael Carrouth is joined by David Walton, the Chair of Fisher Phillips’ Artificial Intelligence Team, for a discussion about how manufacturing employers can and should leverage this technology, and how doing so correctly can create a sustainable competitive advantage for any manufacturing employer.

AI is quickly becoming an essential operational and strategic tool for employers in all industries, and manufacturing is no exception. From optimizing organizations’ HR functions to ensuring work environments are safe and productive, AI is influencing just about every aspect of work. And we are just scratching the surface on understanding the value this technology can drive.

In this two-part episode of "Manufacturing Success," Michael Carrouth is joined by David Walton, the Chair of Fisher Phillips’ Artificial Intelligence Team, for a discussion about how manufacturing employers can and should leverage this technology, and how doing so correctly can create a sustainable competitive advantage for any manufacturing employer.

Much has been written about an historically low unemployment rate, and the related challenges that manufacturing employers face in trying to fill a significant backlog of job openings. Despite this glut of available jobs, the need to implement reductions in force (RIFs) does present itself more often than might be expected, for a wide range of business reasons that are disconnected from unemployment figures. And like other aspects of employment law, there are associated rules and best practices that can go a long way to reducing, or even eliminating, the risk of legal missteps on the part of management. Manufacturing employers should take care to become familiar with these rules and best practices, to minimize the threat of business disruption that often accompanies RIFs.

In this three-part episode of Manufacturing Success, host Mike Carrouth is joined by Fisher Phillips attorneys J. Hagood Tighe, David Kresser, and Terri Stewart for discussions around the three core elements of a successful RIF; layoff planning, notice requirements, and severance agreements. For more information about RIFs, please refer to:

• An Employer’s 7-Step RIF and Layoff Blueprint for 2023

Much has been written about an historically low unemployment rate, and the related challenges that manufacturing employers face in trying to fill a significant backlog of job openings. Despite this glut of available jobs, the need to implement reductions in force (RIFs) does present itself more often than might be expected, for a wide range of business reasons that are disconnected from unemployment figures. And like other aspects of employment law, there are associated rules and best practices that can go a long way to reducing, or even eliminating, the risk of legal missteps on the part of management. Manufacturing employers should take care to become familiar with these rules and best practices, to minimize the threat of business disruption that often accompanies RIFs.

In this three-part episode of Manufacturing Success, host Mike Carrouth is joined by Fisher Phillips attorneys J. Hagood Tighe, David Kresser, and Terri Stewart for discussions around the three core elements of a successful RIF; layoff planning, notice requirements, and severance agreements. For more information about RIFs, please refer to:

• An Employer’s 7-Step RIF and Layoff Blueprint for 2023

Much has been written about an historically low unemployment rate, and the related challenges that manufacturing employers face in trying to fill a significant backlog of job openings. Despite this glut of available jobs, the need to implement reductions in force (RIFs) does present itself more often than might be expected, for a wide range of business reasons that are disconnected from unemployment figures. And like other aspects of employment law, there are associated rules and best practices that can go a long way to reducing, or even eliminating, the risk of legal missteps on the part of management. Manufacturing employers should take care to become familiar with these rules and best practices, to minimize the threat of business disruption that often accompanies RIFs.

In this three-part episode of Manufacturing Success, host Mike Carrouth is joined by Fisher Phillips attorneys J. Hagood Tighe, David Kresser, and Terri Stewart for discussions around the three core elements of a successful RIF; layoff planning, notice requirements, and severance agreements. For more information about RIFs, please refer to:

• An Employer’s 7-Step RIF and Layoff Blueprint for 2023

Issues concerning workplace safety represent a significant source of challenges to employers’ approach to legal compliance. This is the case across industries, however for obvious reasons the threat is especially acute for manufacturers. And while this reality is hardly newsworthy on its own, the COVID-19 pandemic has for three years forced a dramatic reallocation of OSHA’s time and energy. But with the ebb of certain pandemic-era safety mandates, comes an offsetting – and in some cases enhanced – flow of priorities more suited to “normal” times. Manufacturing employers would be well advised to become reacquainted with OSHA’s typical posture, as well as the practical steps that can be taken to reduce your risk profile.

In this two-part episode of Manufacturing Success, host Mike Carrouth is joined by Curt Moore, a partner in the Charlotte office and senior member of the Workplace Safety Practice Group at Fisher Phillips. Part 1 outlines certain of the current and emerging trends that employers can expect to confront concerning priority actions at OSHA, and Part 2 offers a practical assessment of what employers can do to ensure a level of safety and compliance in the workplace that reduces the risk of being selected for an OSHA inspection. Click here to listen to Part 1.

Issues concerning workplace safety represent a significant source of challenges to employers’ approach to legal compliance. This is the case across industries, however for obvious reasons the threat is especially acute for manufacturers. And while this reality is hardly newsworthy on its own, the COVID-19 pandemic has for three years forced a dramatic reallocation of OSHA’s time and energy. But with the ebb of certain pandemic-era safety mandates, comes an offsetting – and in some cases enhanced – flow of priorities more suited to “normal” times. Manufacturing employers would be well advised to become reacquainted with OSHA’s typical posture, as well as the practical steps that can be taken to reduce your risk profile.

In this two-part episode of Manufacturing Success, host Mike Carrouth is joined by Curt Moore, a partner in the Charlotte office and senior member of the Workplace Safety Practice Group at Fisher Phillips. Part 1 outlines certain of the current and emerging trends that employers can expect to confront concerning priority actions at OSHA, and Part 2 offers a practical assessment of what employers can do to ensure a level of safety and compliance in the workplace that reduces the risk of being selected for an OSHA inspection. Click here to listen to Part 2.

In this episode of Manufacturing Success, we look into some of the issues concerning wage and hour compliance in the manufacturing industry. It is not a secret that manufacturers are racing to hire as many employees as possible to replace an entire generation of workers who are reaching retirement age. However, recruitment is not the only difficulty manufacturers face; manufacturers are challenged with managing wage and hour compliance amidst a fast-paced environment. From preventing unauthorized overtime and off-the-clock work to automatic meal deductions, employers in manufacturing are constantly having to conduct quality control audits on their own pay practices. Listen to how Fisher Phillips attorneys address those wage and hour challenges employers in manufacturing uniquely face.

Business leaders in the manufacturing industry must continually assess the efficiency of their organizations’ operations. A significant piece of the math that helps to measure efficiency comes down to geography. Where are your operations based? How accessible is it to your supplier partners? What about proximity to rail and other modes of transportation? Does it feature an appealing structure for tax incentives? Can you draw on a healthy supply of high-quality workers? These are just a few of the critically important questions that manufacturing employers should consider when exploring the issue of site selection. Choosing the right location to conduct your business can spell the difference between success and failure; is your business team asking the right questions?

In this episode of Manufacturing Success, host Mike Carrouth is joined by Ray Perez, Of Counsel in the Columbus office of Fisher Phillips and co-chair of the Site Selection and Incentives Practice Group for a conversation around the business of site selection. No two states, cities, or even towns are exactly the same, so being careful and strategic as to where you base operations can have a massive impact on your bottom line. Measure twice, and cut once because you may not get a chance to try again.

The NLRB remains in the midst of an extremely active year, defined in no small part by the drive to roll back certain pro-employer initiatives implemented by the Trump Administration. A swinging pendulum of priorities from one administration to the next is pro forma for the NLRB. But the 2023 swing projects to be more pronounced than many other years.

In this episode of Manufacturing Success, host Mike Carrouth is joined by Steve Bernstein, co-chair of Fisher Phillips’ Labor Relations Practice Group, for another look at the NLRB and it’s packed agenda of priorities. Specifically, the efforts being taken to eliminate or restrict the ability of employers to meet with employees during union organizing drives and lawfully share facts that allow for an informed decision on unionization. These so-called “captive audience” meetings, which are routinely conducted to educate employees, and have been a staple in the American workplace since Congress amended labor laws to recognize employer free-speech rights 75 years ago, seem poised for an abrupt ending this year.