“I had the privilege of working with John Minter on a thorough engineering investigation. John was a pleasure to work alongside. He found innovative ways to find and process information that helped us achieve results. He was able to manage large amounts of data and provide answers. The project would have taken much longer and achieved less without John’s steady and thoughtful experience.”
About
Industrial Engineer; Safety Manager; Photographer; Plant / Production Manager
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Experience
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Education
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Madison University
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Licenses & Certifications
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GSD (General Sewing Data)
Methods Workshop
IssuedCredential ID 5508
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2 people have recommended John
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Brent Johnson
Quick test for manufacturing leaders: Could any of your operators tell you exactly what they need to do to get promoted? Not "work hard and wait." Not "talk to your supervisor." I mean specifically, which skills to develop, which certifications to earn, what score they need on which assessment, and what the timeline looks like. If the answer is no, you have a retention problem waiting to happen. Your best people don't leave because of money. They leave because they can't see a future. I just finished building a comprehensive Manufacturing Career Progression Framework, a 5-tier system that takes someone from entry-level Operator all the way through Process Technician, Process Engineer, and into Operations Management. Every level has: -Defined competency requirements (Knowledge, Skill, Experience) -Quantitative scoring on a 1–5 scale -Specific assessment methods -A readiness matrix that tells you who's promotable today -Development plans for those who aren't there yet I'm sharing a reference version for free. Comment "framework" or DM me and I'll send it over. If you want one customized to your exact equipment, processes, and org structure, let's talk. bjohnson@johnsonsmt.com #Manufacturing #TalentDevelopment #SMT #ElectronicsManufacturing #Retention #OperationsLeadership #ContinuousImprovement
17 Comments -
Brandon Luebke
In manufacturing, success isn’t just about machines and metrics—it’s about discipline, stewardship, and continuous improvement. Interestingly, many of the most effective operational practices mirror timeless biblical principles. 1. “Let all things be done decently and in order.” (1 Cor. 14:40) 5S and Lean teach us that order drives efficiency. Clutter creates confusion—physically and organizationally. When we create order, we create clarity, safety, and flow. 2. “Be faithful in the small things.” (Luke 16:10) Great operations are built on daily disciplines—standard work, audits, follow-through. Small improvements, done consistently, move mountains over time. 3. “Iron sharpens iron.” (Prov. 27:17) The best teams hold each other accountable, share knowledge, and grow together. Collaboration isn’t just a value—it’s a force multiplier. Whether you come from a faith background or not, these principles transcend time and culture. They remind us that world-class manufacturing is ultimately about people, stewardship, and doing things the right way—even when no one is watching. Excellence isn’t an act - It’s a mindset that starts with principles that have stood the test of time.
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