Averell Cabinetry Case Overview This case is presented as close as possible to the way you may encounter it in working life. Your role is that of a newly hired HR manager. You will learn about the company by reading the employee handbook, talking with various employees and reviewing the human resource information system (HRIS) database. When you first join an organization, you will have an idea of what the organization is like, and there will be a few things of which you feel certain, but your list of unknowns will be much longer. Each interaction with employees provides more data, but you will find that not everyone agrees on the facts of a particular situation. Sometimes you may find that the people you are speaking with do not know the information you are asking about; at other times, they know a great deal about the issue but choose to manage the information they provide to you for their own benefit. I will not intentionally mislead you in this case, but do not expect everything to fall neatly into place. Uncertainty, differences of opinion and competing priorities are the norm in the professional world. In your role as the HR manager, you are expected to analyze the situation, identify the problems and develop workable solutions. For the purpose of this case, you are asked to provide a written response to the company president (your instructor). While there is no single best answer, you must identify the key issues so that the solutions you propose are appropriate to the situation. Averell Cabinetry is a small, successful company. Recently, though, labor costs per unit have risen faster than gross revenue per unit. The company president has also found that human resource issues are taking up more and more of his time and frequently result in production problems. Both overtime and late shipments are increasing. Until now, the president's administrative assistant has handled all HR related administrative activities. You are the newly hired HR manager. Subject matter knowledge you will apply in this case includes: Internal and external pay equity. Job grades and pay range/structure creation. Market pricing using salary data. Job analysis and job description development. Management Interviews Monday, 7:45 a.m. Jennifer Reen, receptionist Monday, 8:00 a.m. Anthony Cooney, president/CEO \"Good morning, welcome to Averell Cabinetry. You must be our new HR manager. Here is a copy of your schedule for today. The president has already sent out an announcement about you. We are not a big company, so you should get to know the office employees pretty fast. Manufacturing is a bigger department, so getting to know those employees will take more time. The warehouse employees come and go so fast, you will probably get to know them only through the recruiting process. Mr. Cooney told me not to schedule any interviews for you today, but there is a stack of applications in your inbox. Cary Dobbins wants three new hires for next Monday morning.\" \"Welcome to the Averell Cabinetry family. We have a busy day laid out for you, so I won't take up too much of your time. You will begin with Barbara Duff, my administrative assistant. She will take you through our employee orientation and get you set up for payroll and benefits. Next, Matt Lee from accounting will give you your computer password and explain our network and backup procedures. The rest of your day will be devoted to meetings with various employees so you can get to know everyone and learn more about our company. \"We had talked during your interview about the employee issues we are having, and I hope your outside perspective will help us get a better understanding of what the underlying problems really are. I would like to meet again on Friday, and you can give me a preliminary idea of what you see as the primary issues. After that, we'll give you a couple more weeks to develop an action plan to deal with these problems. That may seem like a very fast schedule, but I want you to jump on this before your time gets filled up with other activities. I recently read about the concept of a 'honeymoon' during an HR manager's first 100 days. The article indicated that during this period, you are able to accomplish things that will become impossible later. I want we needto make the most of this opportunity.\" Monday, 8:15 a.m. Barbara Duff, president's administrative assistant \"I have been doing the employment tasks and record keeping. I'm sure you will I've been handing the HR responsibility, and I'm sure you'll find everything in order. I'll take you through the regular orientation and benefits enrollment process. I'm glad you are here, because I have been asking Mr. Cooney for help for quite a long time; all this HR stuff keeps me from getting my real job done. We will get started by completing the I-9 form.\" A couple of videos and reams of benefit forms later, she gives you the employee handbook and returns to her desk. Monday, 10:00 a.m. Matt Lee, accounting database administrator Matt meets you at your office to go over the company network and show you how to access the HRIS database. At this company, the HRIS is an Excel file maintained by the president's administrative assistant. Your e-mail inbox has already been created and contains 87 messages. As he is leaving, Matt says, \"I've been doing the payroll because we didn't have an HR department. Now that you are here, we should talk about transitioning that function over to you.\" Monday, 10:30 a.m. Mike Cooney, chief financial officer (CFO) \"We operate in a narrow niche market. We have to maintain a price advantage over the true custom manufacturers, or our customers will have no reason not to take advantage of the wider choices and individualized solutions. This means that efficiency of operations is our primary competitive advantage. If we lose that operating cost advantage, our business plan collapses like a house of cards. \"We cannot produce at the incredibly low-cost level maintained by the mass market manufacturers. We would not get costs that low even if we mimicked their limited product lines and quality levels. We compete with them by creating styles and options that they don't offer. Finding the balance between production costs and proliferation of models is a continuing struggle. \"We need to cut out the current levels of overtime to maintain our cost structure. It is not clear why we need this overtime. Our labor hours per unit made have stopped going down and are even up somewhat. Adding overtime to that increases our labor cost per hour as well. Turnover has been useful in the past, allowing us to replace higher-paid workers with more lower-paid new hires, but the pattern seems to be changing, and now it is our new hires who are leaving. The warehouse manager wants to increase wages in his area, but that raises our costs per labor hour without explaining how it will help us get our total costs down.\" Monday, 11:30 a.m. (lunch meeting) manager Derwin Boyer, manufacturing \"A variety of people issues are hindering our productivity. We have bottlenecks in the warehouse areas. These bottlenecks spill into our manufacturing area because we have to pull people off assembly work to get their own raw materials or to move finished product out of the production area. This also means that we are doing with more expensive manufacturing labor what should be done with less expensive warehouse labor. To operate at our needed levels of efficiency, employees need to be doing the jobs they are trained for. Driving around on a forklift just to find materials or to find a place to put finished units is not efficient. \"We operate under the concept of mass customization. Using modular parts, we can produce designs with features that appear to the end user as custom work but have the manufacturing advantages of mass production. \"The assembly jigs we have developed are the heart of our system. You can think of them as big clamps. They hold the material in just the right arrangement. If the assembler puts in the wrong part, the jig will not close, preventing the assembler from wasting materials. Once the materials are in place, the jig closes and a single lever pull will drill any needed holes in the right place, in the right size and to the proper depth. It is fast, mistake-free and simple for the operator. Much of our assembly is gluing. Here is where the big clamp analogy is the closest. Once the jig is locked with just a couple of levers, proper clamping pressure is applied at exactly the right places. Assemblers no longer spend time placing individual clamps. Once closed, the jigs are tilted upright and rolled on their own rollers to a drying area. If they are to get painted, the paint hanger goes on before the jig is released and no one even has to touch the door unit until it is crated. Zero damage and zero waste in this part of the process.\" Monday, 1:30 p.m. John Brown, manufacturing supervisor \"It is hard to keep the guys working efficiently. We are always running out of raw materials, or the finished product builds up and I have to pull guys off the production floor to deal with it. The warehouse manager doesn't do his job, but if I have my guys take loads over, he complains that they did not get stacked right and that the damage is our fault.\" Monday, 2:00 p.m. Cary Dobbins, warehouse manager \"We are treated like stepchildren; the manufacturing department pays more and has the best equipment. If I do get a good employee, this person transfers to manufacturing at the first opportunity. I tried blocking a transfer once, but the employee got mad and quit. If we get behind, manufacturing just drops product anywhere, and when it gets damaged, they blame it on us. They think anybody can do our job, but they can't seem to put a blue crate into a blue bin without hitting something. \"I waste time interviewing and training when I should be working on the crating jig project that is supposed to reduce our damage ratio and make packing easier. My best guys can pack better than the jig right now, but I have to train new people all the time, and some just don't seem to get it. Crating may not be rocket science, but putting nails in crooked damages the doors. Miss a cornerand the whole thing will fall apart the first time we try to move it. People get the idea that because it is manual labor rather than an automated machine, it is simpler. The opposite is closer to the truth. My forklift drivers don't want to do crating because it has so much bending over and lifting that it is much harder physically than their regular work. The crating jig should make it possible for less-skilled people to do the crating job. This will eventually allow us to save money both on labor costs and the cost of replacing damaged goods.\" Monday, 3:00 p.m. Brandon Swift, marketing manager \"It is critical that we are seen by our customers as top quality because we charge more than the prices they see at the big-box stores. Damaged goods and shipping problems reflect poorly on our product, even if it is good quality. How many end-users can truly judge the quality of our product? Not many; it's all perception. \"We work directly with the homeowners in the design process, but the builders are the ones who refer the homeowners, do the sizing, place the orders and install the product. They are the ones who take the heat for shipping delays or damage. When they need service, parts or replacements, they want them now, not tomorrow or the day after. Time is money to contractors. We have to win on design but deliver at a price that makes our products a better value.\" Monday, 3:45 p.m. Stephen Moore, crater (new hire) \"I took this job to get off of second shift, but I am hoping to transfer to the manufacturing group as soon as I can. My friend who works over there told me about this place, but they make you start in the warehouse and work your way up. What I don't get is why the crating job pays less than the forklift job; running the forklift is easier work. Besides, working on the crating jig is really like working in the manufacturing side, where they use similar jigs to make the doors. The manufacturing techs get paid a lot more than craters. It sure is nice being home with my family in the evening, but if I don't get that transfer and the raise that goes with it, I will have to get a second job to make ends meet.\" Monday, 4:00 p.m. assembly) Nathan Smith, production technician (manufacturing Monday 4:15 p.m. Jeffery Green, raw materials warehouse \"When I first got here, we made the doors from scratch. You could take pride in a door you made yourself. Now we just throw parts into a jig and stick them together. It allows new people to make a quality door with little training, but it is kind of sad for those of us who consider ourselves craftsmen. Most of my old co-workers have moved into the housing industry as finish carpenters. I came from there originally, and I'm afraid of going back just in time to lose my job due to a downturn in the housing market.\" \"I like running the forklift in raw materials. I know I could make a little more in production, but I think it would be boring doing the same thing all day. We have a good team in my area; most of us have been here awhile and know our jobs. The supervisor spends most of his time working on orders and inventory issues rather than standing over us. I like that. It's not the same in production. The supervisors are always on their tails, and if anything goes wrong, there is lots of yelling. They are always trying to blame other departments because they are under so much pressure to produce. They'll switch models on the fly, then complain that we don't have the parts bin correctly stocked. The worst is when they try to help. Talk about screwing things up in a hurry! We should take away all of their forklift licenses.\" Issues to consider: Turnover - Is it actually an issue? Internal alignment - Do they have it? Do they need it? External alignment - how do their salaries compare with market data? Benefits - is there anything about the benefits plan that impact external alignment? Internal Equity - are people doing similar work paid similarly? Are there any racial or gender issues in the data? Salary Structure - are they leading, lagging, or matching the market? How can you tell? What impact is this having? Averell Cabinetry: Employee Handbook HISTORY Averell Cabinetry is a family-owned company founded in 1946. While our product line has changed over time, we have evolved into a stable and profitable business. We operate in a niche market, producing semi-custom interior doors for residential applications. We do not compete directly with mass manufacturers of traditional doors, nor do we sell through mass-market big-box stores. Our success has come about through the development of various jigs and special tools to produce replacement antique-styled doors for the restoration market. We also have a line of contemporary doors that are more aggressively styled than their standard massmarket competitors. Our proprietary tools and systems allow us to underprice the build-to-order custom manufacturers and to be profitable at volumes well below what would be required for profitability in the massmarket arena. This success has resulted in steady growth over the last few years. We are still in a single Midwest location, but we now have four buildings and 135 employees. Our annual sales exceed $15 million. BUSINESS UNITS Our employees work in a number of different roles supporting various departments, which are grouped into four overall units: manufacturing, warehousing, administration and marketing. Our manufacturing group is composed of three departments: preprocessing, assembly and finishing. Together, these departments are the core of our business. This is where we actually make our residential doors. Preprocessing is primarily a sawing and sanding operation, where raw materials are turned into the specific pieces that will eventually be assembled into doors. Assembly, as its name implies, is the area where the parts are assembled into complete door products. The finishing department applies paints or stains to those products that are sold primed, painted, stained or customfinished. Our warehousing group is also made up of three departments: receiving, crating and finished goods. The receiving department unloads incoming shipments of raw materials and supplies used by our company. It is also responsible for keeping the manufacturing areas stocked with materials and supplies. The crating group receives products directly from the assembly and finishing departments when the products are completed. The crating group packages them to avoid damage in storage and shipment. Finally, the finished goods warehouse takes ready-to-ship items from stock and loads them onto outbound trucks according to the customer orders sent by customer service. Our administrative group includes corporate accounting and corporate services. The corporate department is made up of the president, an administrative assistant, the receptionists and the HR manager. Accounting pays our bills and collects payments from our customers. It also reports on our financial progress. Our corporate services group does everything from running the mail room to cutting the grass. The marketing department includes sales, customer service and new product development. Sales are the people who get out there and talk with builders, architects and contractors to create demand for our products. Customer service is the group that handles everyday contact with our customers. It is responsible for receiving new orders and for problem resolution. New product development is also a marketing function. It keeps our products up-todate and creates the special tools that allow us to produce more efficiently than our competitors. VALUES: OUR WAY TO SUCCESS Customers First Our highest responsibility is to meet our customers' needs with high-value products and excellent service. We work for our customers, who are both the builders and the owners of the fine homes our doors are a part of. If we do not provide a superior combination of quality and price, then it is only logical that our customers will buy from our competitors. Craftsmanship We demonstrate pride in our work through attention to detail in the design and consistent production of our products. Each person's work is not only a reflection of his or her own character, but of the team's character as well. Good craftsmanship creates a lasting impression that reflects on the entire company. It is through our combined efforts and expertise that we optimize our performance. Corporate Responsibility We promise to uphold the safety and health of not only our team members, but that of our customers and our neighborhoods as well. We do our part to protect the beauty and environmental quality of our land, air and water. OUR PLEDGE OF QUALITY Our customers live with our products on a daily basis and expect them to last 50 years or longer. Our customers expect and demand top quality, and they buy from us because we provide it affordably and with style. MISSION STATEMENT We will be successful if we meet our customers' needs by providing better products and services than offered by the lowest-cost providers, but at a better price than offered by our top-quality competitors. To do this, we must operate more efficiently than our competitors and offer a superior buying experience. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT Averell Custom Carpentry provides equal employment opportunities to all qualified applicants and employees without regard to race, age, religion, sex, national origin, citizenship, disability, military status or sexual orientation. This policy applies to all terms and conditions of employment, including but not limited to hiring; promotion; termination; layoff; leaves of absence; compensation; and opportunities for training or advancement. The company expressly prohibits any form of harassment based on age, religion, sex, race, national origin, citizenship, disability, military status or sexual orientation. Interference with the ability of the company's employees, vendors or customers to perform their jobs is not permitted. Harassment, regardless of its origin or type, violates the dignity of individuals and will not be tolerated. Averell Custom Carpentry complies with all federal, state and local laws. Those protections of employee rights, including equal employment opportunity, hold a special importance for our company. HARASSMENT We trust that employees of Averell Custom Carpentry will act responsibly to maintain a pleasant working environment free of discrimination, allowing each employee to perform to his or her maximum potential. The company encourages employees to report concerns or complaints. When management is made aware of harassment, prompt corrective measures will be taken to stop such conduct. Employees who are being harassed should confront the harasser immediately and report the behavior to their supervisor. If the harassed individual feels uncomfortable approaching the harasser, the problem must be immediately reported to the supervisor. Any employee who becomes aware that another employee is experiencing harassment of any kind should report the alleged act immediately. A prompt and thorough investigation will take place, with violators subject to appropriate corrective action, up to and including termination. Sexual harassment includes unwelcome verbal behavior, such as comments, suggestions, jokes or derogatory remarks based on sex; physical behavior ,such as pats, squeezes, repeatedly brushing against someone's body, or impeding or blocking normal work or movement; visual harassment, such as posting of sexually suggestive or derogatory pictures, cartoons or drawings (even at one's work station); unwanted sexual advances, such as pressure for sexual favors and the basing of employment decisions (such as an employee's performance evaluations, work assignments or advancement) upon the employee's acquiescence to sexually harassing behavior in the workplace. OUR WORKING ENVIRONMENT Internal Communication Good communication is important to the success of any organization, and Averell Custom Carpentry is no exception. We believe that sharing ideas and information results in better workplace relations and improved products. We recognize that the people actually doing the work have a unique perspective that differs from that of supervisors and management. We value this perspective and encourage you to share your ideas. Misunderstandings or conflicts can arise between people in any organization. To ensure that we maintain effective working relationships, it is important that such matters be resolved before serious problems develop. Most incidents resolve themselves naturally; however, should a situation persist that you believe is detrimental to you or to the company, you should bring your problem to management's attention. Supervisory Relations Successful organizations function as a team, made up of individuals like you. We recognize your value as an individual; your views are important, and we encourage you to share them with management. Your supervisor is your first line of communication with management. Your supervisor is responsible for your department meeting its goals and also shares responsibility for your personal success. We want what is best for you to be the same as what is best for your department and the company. With all of us working together, we can make our company a great place to work. If your supervisor cannot help resolve your issue, you may speak directly with your manager or the company president. We understand that you may be uncomfortable discussing certain issues with your supervisor; we encourage you to bring these issues directly to your manager or the company president. Position Announcements The company posts available jobs whenever possible, but we do not post every opening. This most often occurs when a promotion is given to someone from within that department. On rare occasions, we may come across an outside applicant that impresses us so much that we bring him or her in directly. In another unusual and unfortunate circumstance, we might need to fill a position that is currently filled by an underperforming employee. However, the company is committed to promoting from within whenever practical. Bulletin Boards To improve communication, bulletin boards are located in the main break room, the administrative office area and the employee entrance lobby. Postings include employment laws, environmental health and safety regulations, benefits information, job openings, and company activities. Annual Report The president will present an annual report to employees to discuss profitability and future plans. Facilities A smoke-free break room is available for your use. Automatic vending machines provide food, snacks and beverages. Use of Office Equipment Employees are reminded that office equipment is company property. Therefore, employees are restricted from using fax machines, computers, e-mail, phones, voice mail, copiers and any related services, supplies or equipment for personal use, unless permission is given in advance. Limited incidental use is allowed. If you do not understand the difference between limited and excessive use, please discuss this with your supervisor before using the equipment. Employees are restricted from using company stationery or postage for personal use. All communication services and equipment are company property, and the company has the right to access and monitor all communication. If instances of abuse or use that is disruptive, harmful or offensive are found, then disciplinary action up to and including termination may be taken. Employment of Relatives The company permits the employment of qualified relatives as long as such employment does not create a conflict of interest (for example, an employee reporting to his or her spouse). Judgment may be required in the placement of related employees, and we generally limit the number of relatives to no more than two. Employees who marry while employed are treated in accordance with these guidelines. Thus, if a conflict arises as a result of the marriage, one of the employees will be transferred at the earliest practical time. Immigration Control Act Requirements Successful candidates for employment are required to present documents to establish their identity and eligibility to work in the United States. New employees must complete an I-9 form. Should a new employee fail to submit satisfactory documentation within the first three days of employment, his or her employment will be terminated. COMPENSATION Work Hours The regular workweek is 40 hours, Monday through Friday. The normal work hours for production and warehouse employees are 7:30 a.m. to 4:00 p.m., with a 30-minute unpaid lunch break, normally taken between 11:00 a.m. and 1:00 p.m. Part-time employees work hours as arranged. Office employees work eight hours between 7:00 a.m. and 5:00 p.m., with a 60-minute unpaid lunch break. The exact schedule is set by your supervisor. Employees are given two 10-minute breaks (one for every four hours worked) each day. These breaks will be scheduled by your supervisor based on department needs. Summer Schedule Program During 10 weeks in mid-summer and dependent on business conditions, production may go on a \"4-9s and a 4,\" with Friday afternoons off. The office version of this schedule (for exempt employees) is nine nine-hour days (81 hours over 2 weeks), with every other Friday off. Employees pair off to cover the department functions, each taking an opposite Friday off. This schedule may not be available for everyone, depending upon company needs. Recording Work Hours Hourly nonexempt employees must clock in each day. A time clock is located in the production area; office employees use their computers to clock in. Resolve any missed punches or other discrepancies within the same week. You should review and sign your time card at the end of each week. If you are absent the last day of the week, go to the accounting department first thing upon your return to sign the card. Please be sure that hours worked and leave time taken are recorded accurately in order to use resources more effectively, eliminate waste and save costs, you increase profit sharing for all of us. If you know of a process or person that is holding back the rest of us, you owe it to yourself and your co-workers to speak up. Profit sharing will vary along with economic forces beyond our internal control; our business is especially tied to new home construction, which is a cyclical business sector. Spot Bonuses An employee who makes a special contribution to profitability may receive a one-time spot bonus as recognition. All awards are determined by the president on a case-by-case basis. Employees are encouraged to nominate their co-workers when they make a special contribution. BENEFITS To be eligible for benefits, employees must be full-time and work a minimum of 30 hours per week. New employees become eligible after 90 days. The group benefits programs are described more completely in the plan description booklets. Brief summaries are included in this section of the handbook. In case of contradictions between this handbook or other benefits summaries and the information that appears in the master plan documents, the master contracts or master plan documents shall govern. For more complete information regarding our benefits programs, please contact the receptionist. Retirement Plan Averell Custom Carpentry offers employees a retirement program called a 401(k) plan. This plan helps employees save for retirement through payroll deductions and supports employees' efforts with companymatching funds. Employee savings in the 401(k) are deducted before tax, resulting in more money going into your account than the amount of reduction in your take-home pay. The company match is 100 percent of the first 2 percent of savings and 50 percent for 34 percent of savings, then 25 percent for 5-6 percent contributed. Employee contributions are held in a trust separate from company assets, except in the brief period between deduction and transfer to the investment company. The company match becomes vested (the employee earns an unrestricted right to the money) based upon years of service. After two years, the employee is 40 percent vested, 60 percent after three years, 80 percent after four years and 100 percent after five years of service. Employees must complete one year of service to be eligible. See the plan document for more details. Medical Coverage The medical plan is a combination of two types of plansa preferred provider network and a traditional indemnity plan that does not require a network. Employees are automatically covered under both and will receive the better preferred provider organization (PPO) network benefits whenever they use a PPO provider. Our PPO network offers high-quality care at a discounted price. Benefits provided under this plan are only for services done by a PPO member. These are referred to as network providers. A prescription drug plan is included with the medical plan. All full-time employees and their eligible dependents qualify for participation in the group dental insurance program. Coverage for eligible employees is effective after 30 days of employment. COBRA Continuation of Coverage The Consolidated Omnibus Budget Reconciliation Act (COBR A) gives workers and their families who lose their health benefits the right to choose to continue group health benefits provided by their group health plan for limited periods of time under certain circumstances such as voluntary or involuntary job loss, reduction in the hours worked, transition between jobs, death, divorce and other life events. Qualified individuals may be required to pay the entire premium for coverage up to 102 percent of the cost to the plan. Life and Accidental Death and Dismemberment (AD&D) Insurance The cost to provide this benefit is paid completely by the company. All full-time employees are eligible to participate in the life insurance program. Coverage is for employees only; dependent coverage is not provided. Coverage for employees is effective after 90 days of employment. Under this program, employees are covered by a life insurance benefit of two times their annual base salary up to a maximum of $300,000. Additional coverage for the same amount is provided in the event of accidental death or dismemberment. There is also a seat belt rider that will pay an additional $10,000 if death occurs while wearing a seat belt. Life insurance of more than $50,000 is considered \"excess\" by the government. The cost of providing this excess coverage is taxable to the employee and will appear on the employee's pay stub as \"Grp-Life.\" Averell Cabinetry - Active Employees First N Last NaSexAge EEO FT/PT Anthony Chad Jeffrey Molly Daniel Brook James Brian Scott Ronnie Terry Stephen Benny Don Roger Christop Raven Brian Nikki Theresa Cheryl Kermit Anthony Lindsey Liam Barbara Jacquely Joseph Scott Andre Kelly Adam Joann Rosalie Fox Chafins Green Maynard Murray Reed Reeves Kelley Scott Specht Evans Hicks Woods Rose Freck Leffing Tatman Auer Messer Maynard Rouse Justice Glenn Spauldin Porter Houston Davy Dye Locke Wagner Keeton Howell Thomas Maddox M M M F M M M M M M M M M M M M M M F F F M M F M F F M M M F M F F 60 22 38 29 25 40 56 61 42 47 37 45 45 47 38 62 58 48 36 44 40 51 63 45 50 38 41 32 61 37 29 55 61 43 W W B W W W B W W W W W W W W W W W W W H W W W B W W W W W W W W W Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time Full-Time StatusLOS Job Title A A A FMLA A A A A A A A A A A A A A A FMLA A A A A A A A A A A A A A A A 3.2 1.8 13.7 2.7 1.8 1.9 33.4 22.4 1.9 20.9 13.7 7.3 0.9 2.0 2.0 9.6 3.6 8.3 13.7 1.0 3.8 20.0 17.0 12.8 7.8 10.6 11.1 1.8 20.9 1.9 1.6 2.6 16.0 3.6 MATERIALS HANDLER MATERIALS HANDLER MATERIALS HANDLER MATERIALS HANDLER MATERIALS HANDLER MATERIALS HANDLER MATERIALS HANDLER MATERIALS HANDLER MATERIALS HANDLER WAREHOUSE SUPERVISOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR MACHINE OPERATOR CUSTOMER SERVICE CUSTOMER SERVICE CUSTOMER SERVICE CUSTOMER SERVICE Department Salary RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE RAW MATERIALS WAREHOUSE PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING PREPROCESSING MARKETING MARKETING MARKETING MARKETING $26,886 $24,886 $28,239 $25,886 $24,886 $24,886 $32,989 $31,585 $24,886 $42,635 $33,256 $31,921 $28,000 $29,862 $29,862 $32,254 $30,326 $32,000 $33,529 $28,000 $30,326 $37,232 $35,111 $33,458 $31,667 $32,642 $32,789 $29,644 $37,232 $29,421 $32,000 $33,000 $40,200 $34,000 FLSA Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexemp Exempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexemp Exempt Exempt Exempt Exempt Averell Cabinetry - Active Employees First N Jocelyn Kevin Roland Danielle Brandon Charles Steven Clayton Kevin Tony James Derwin Michael Chad John Kim Stephen Karen James Rose Douglas David Brian Nikki Gregory Angela Michael Charles Lowell Timothy David Robert Mary Mary Daniel Last NaSexAge EEO FT/PT StatusLOS Ryan F 41 W Full-Time A 1.7 Lindsey M 54 W Full-Time A 17.7 Fleige M 29 W Full-Time A 1.9 Woods F 55 W Full-Time A 34.2 Swift M 47 W Full-Time A 14.9 Watkins M 62 W Full-Time A 19.6 Mauger M 54 W Full-Time A 24.8 Starkey M 46 B Full-Time A 27.0 Roberts M 61 W Full-Time A 20.9 Lester M 59 W Full-Time A 28.2 Monford M 52 W Full-Time A 29.6 Bowyer M 63 W Full-Time A 11.3 Respress M 36 B Full-Time A 18.3 Dent M 48 W Full-Time A 2.0 Brown M 40 W Full-Time A 7.7 Koranten F 50 W Full-Time A 9.4 Stout M 60 W Full-Time A 8.2 Webb F 35 W Full-Time A 2.1 Bailey M 57 B Full-Time A 6.5 Orahood M 43 W Full-Time A 10.3 Muck M 38 W Full-Time A 9.8 Hatfield M 43 W Full-Time A 11.1 Barnett M 49 W Full-Time A 7.7 Vasko F 40 W Full-Time A 14.6 Howard M 34 B Full-Time A 3.7 Lukas F 52 W Full-Time A 11.6 Heselde M 34 W Full-Time A 8.1 Junker M 48 B Full-Time A 1.1 Gullett M 41 W Full-Time A 1.8 Hemingw M 32 W Full-Time A 0.2 Coleman M 27 B Full-Time A 0.4 Kimber M 40 W Full-Time A 2.2 Mccomas F 32 W Full-Time A 11.3 Spencer F 21 W Full-Time A 0.3 Dundon M 26 W Full-Time A 0.6 Job Title Department Salary CUSTOMER SERVICE MARKETING $32,000 CUSTOMER SERVICE MARKETING $42,100 CUSTOMER SERVICE MARKETING $30,098 CUSTOMER SERVICE MARKETING $39,500 MARKETING MANAGER MARKETING $110,000 PRODUCT DESIGNER MARKETING $65,428 PRODUCT DEVELOPMENT TE MARKETING $30,285 SALES MARKETING $52,566 SALES (Inside) MARKETING $62,098 SALES MARKETING $75,964 SALES MARKETING $76,901 MANUFACTURING MANAGER MANUFACTURING MANAGEME $103,000 MANUFACTURING SUPERVIS MANUFACTURING MANAGEME $57,232 MANUFACTURING SUPERVIS MANUFACTURING MANAGEME $53,722 MANUFACTURING SUPERVIS MANUFACTURING MANAGEME $54,266 MANUFACTURING SUPERVIS MANUFACTURING MANAGEME $55,414 PRODUCTION SCHEDULING SUPER MANUFACTURING MANAGEME $54,900 PURCHASING MANAGER MANUFACTURING MANAGEME $53,500 PAINT ROOM TECH FINISHING $35,175 PAINT ROOM TECH FINISHING $36,300 PAINT ROOM TECH FINISHING $35,483 PAINT ROOM TECH FINISHING $36,500 PAINT ROOM TECH FINISHING $35,950 PAINT ROOM TECH FINISHING $36,960 PAINT ROOM TECH FINISHING $34,200 PAINT ROOM TECH FINISHING $36,963 PAINT ROOM TECH FINISHING $35,026 PAINT ROOM TECH FINISHING $32,163 CRATER FINISHED GOODS WAREHOUS $21,850 CRATER FINISHED GOODS WAREHOUS $20,800 CRATER FINISHED GOODS WAREHOUS $20,800 CRATER FINISHED GOODS WAREHOUS $23,214 CRATER FINISHED GOODS WAREHOUS $32,000 CRATER FINISHED GOODS WAREHOUS $20,800 CRATER FINISHED GOODS WAREHOUS $20,800 FLSA Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexemp Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Averell Cabinetry - Active Employees First N Last NaSexAge EEO FT/PT StatusLOS Leigh Holdriet M 34 W Full-Time A 1.7 Charles Mahlman M 36 W Full-Time A 0.7 Steven Weaver M 21 W Full-Time A 0.3 Richard Griffin M 36 W Full-Time A 8.1 Vesta Bailey F 25 W Full-Time A 0.1 Stephen Moore M 33 W Full-Time A 0.4 Thomas NechovskM 33 W Full-Time A 1.5 Douglas Stange M 23 W Full-Time A 0.8 Michelle Doss F 56 B Full-Time A 10.6 Edward Marcum M 40 W Full-Time A 9.7 Amy Hunt F 50 W Full-Time A 18.1 Sherry Shipley F 22 W Full-Time A 3.0 Brooke Vasko F 30 W Full-Time FMLA 6.6 Donna Miles F 35 W Full-Time A 1.4 Junella Van Gun F 47 W Full-Time A 3.2 Kerry Wortman M 40 W Full-Time A 1.9 Johnny Herold M 49 W Full-Time A 5.2 Heidi Bobbs F 53 W Full-Time A 8.1 Cary Dobbins M 62 W Full-Time A 1.9 Paul Fusco M 60 W Full-Time A 20.0 Shirley Swingle F 43 W Full-Time A 13.3 John Essen M 62 H Full-Time A 9.0 Lorenzo Tention M 38 H Full-Time A 10.5 Drew Morris M 38 W Full-Time A 7.5 Daniel Gray M 65 B Full-Time A 28.3 Open Position M 50 W Full-Time A 21.1 Barbara Duff F 55 W Full-Time A 1.6 Anthony Cooney M 58 W Full-Time A 30.6 Desiree Jones F 51 W Full-Time A 8.5 Jennifer Reen F 35 W Full-Time A 2.6 JacquelinCampbel F 26 B Full-Time A 1.7 Donald Mccarty M 34 W Full-Time A 1.8 John Charles M 39 W Full-Time A 1.8 Christina Phillips F 45 W Full-Time A 1.8 Michael Oswalt M 37 W Full-Time A 1.8 Job Title Department Salary CRATER FINISHED GOODS WAREHOUS $22,880 CRATER FINISHED GOODS WAREHOUS $20,800 CRATER FINISHED GOODS WAREHOUS $20,800 CRATER FINISHED GOODS WAREHOUS $28,210 CRATER FINISHED GOODS WAREHOUS $20,800 CRATER FINISHED GOODS WAREHOUS $20,800 CRATER FINISHED GOODS WAREHOUS $22,880 CRATER FINISHED GOODS WAREHOUS $20,800 FORKLIFT FINISHED GOODS WAREHOUS $32,800 FORKLIFT FINISHED GOODS WAREHOUS $32,300 FORKLIFT FINISHED GOODS WAREHOUS $34,426 FORKLIFT FINISHED GOODS WAREHOUS $25,877 FORKLIFT FINISHED GOODS WAREHOUS $27,110 FORKLIFT FINISHED GOODS WAREHOUS $24,886 FORKLIFT FINISHED GOODS WAREHOUS $27,538 FORKLIFT FINISHED GOODS WAREHOUS $24,886 FORKLIFT FINISHED GOODS WAREHOUS $26,312 FORKLIFT FINISHED GOODS WAREHOUS $31,255 WAREHOUSE MANAGER FINISHED GOODS WAREHOUS $61,887 CRATING SUPERVISOR FINISHED GOODS WAREHOUS $59,681 WAREHOUSE SUPERVISOR FINISHED GOODS WAREHOUS $49,692 BUILDING SUPERVISOR CORPORATE SERVICES $43,119 CUSTODIAN CORPORATE SERVICES $34,726 HANDYMAN CORPORATE SERVICES $37,145 MAIL/SHIPPING CLERK CORPORATE SERVICES $27,726 DIRECTOR OF HR CORPORATE $70,000 ADMINISTRATIVE ASSISTANT CORPORATE $52,394 PRESIDENT CORPORATE $145,000 RECEPTIONIST/OFFICE CLER CORPORATE $38,214 RECEPTIONIST/OFFICE CLER CORPORATE $31,000 PRODUCTION TECH ASSEMBLY $28,500 PRODUCTION TECH ASSEMBLY $28,500 PRODUCTION TECH ASSEMBLY $28,500 PRODUCTION TECH ASSEMBLY $28,500 PRODUCTION TECH ASSEMBLY $28,500 FLSA Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexemp Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexemp Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Exempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Averell Cabinetry - Active Employees First N Last NaSexAge EEO FT/PT StatusLOS Gwen Wilderm F 29 W Full-Time A 2.1 Andre Riley M 39 H Full-Time A 2.1 Jeffrey Weiland M 26 W Full-Time A 3.0 Charles Kalb M 23 W Full-Time A 3.1 John Carver M 24 W Full-Time A 3.3 Toni Jones F 30 W Full-Time FMLA 3.4 Kelly Hicks F 42 W Full-Time A 3.4 Joe Samczuk M 37 W Full-Time A 3.4 Terry Montavo M 56 H Full-Time A 3.6 Shawn Webb M 43 W Full-Time A 5.2 Kimberly Smith F 35 W Full-Time A 5.2 Michael Pierce M 48 W Full-Time A 5.2 Daniel Brown M 40 W Full-Time A 5.3 Gregory Foreman M 41 W Full-Time A 7.9 Brian Riley M 48 W Full-Time A 8.4 Deanna Diles F 30 W Full-Time A 9.2 Gregory Ward M 53 W Full-Time A 10.1 Richard Williams M 36 W Full-Time A 10.4 Yancey Staats M 42 W Full-Time A 10.9 Bobby Mox M 40 W Full-Time A 11.1 Stephen Hand M 29 W Full-Time A 11.3 Carla Klinedins F 37 W Full-Time A 14.8 Ronald Bowen M 39 W Full-Time A 15.6 Joey Jackson M 43 W Full-Time A 22.1 Nathan Smith M 55 B Full-Time A 26.4 Bonnie Blair F 43 W Full-Time A 1.5 Sue Ranke F 64 W Full-Time A 25.5 Jacquett Guinn F 62 B Full-Time A 13.9 Michael Cooney M 31 W Full-Time A 3.3 Matthew Lee M 41 A Full-Time A 9.7 Yolanda Harris F 48 W Full-Time A 12.4 Job Title PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH PRODUCTION TECH AP CLERK AR CLERK AR CLERK CFO DATABASE MANAGER STAFF ACCOUNTANT Department ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ASSEMBLY ACCOUNTING ACCOUNTING ACCOUNTING ACCOUNTING ACCOUNTING ACCOUNTING Salary $29,500 $29,500 $30,500 $30,500 $30,500 $30,942 $30,921 $32,121 $32,224 $33,417 $32,417 $33,621 $33,511 $34,998 $34,815 $32,417 $35,256 $35,500 $35,918 $36,959 $36,989 $37,294 $37,345 $38,232 $38,875 $27,200 $29,293 $28,688 $87,250 $57,000 $49,528 FLSA Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexemp Exempt Exempt Exempt Exempt Exempt Exempt Averell Cabinetry - Terminated Employees First N Last N SexAgeEEO Status RehireHiredate LOS Term DateTerm Reason Job Title Department Salary FLSA Sandra Chatman F 29 W ### Nonexempt T No 9/21/1999 ## 5.0 9/19/2004 Work Rule Violation FORKLIFT RAW MATERIALS WAREHOUS Mark Karr ### Nonexempt M 41 W T Yes 12/26/1995# 8.8 9/26/2004 Accepted New Job FORKLIFT RAW MATERIALS WAREHOUS Todd Collver M 57 W ### Nonexempt T No 6/25/2003# 1.3 9/26/2004 Poor Job Fit FORKLIFT RAW MATERIALS WAREHOUS Maggie Hyer ### Nonexempt F 48 W T No 11/21/2000# 3.9 10/10/2004 Poor Performance FORKLIFT RAW MATERIALS WAREHOUS Angela West ### Nonexempt F 44 W T Yes 12/7/1996# 7.9 11/14/2004 Accepted New Job FORKLIFT RAW MATERIALS WAREHOUS Paula Day ### Nonexempt F 50 W T No 5/13/2004 ## 0.6 12/4/2004 Job Abandonment FORKLIFT RAW MATERIALS WAREHOUS Daniel Davis ### Nonexempt M 47 B T Yes 2/9/1988 ### 16.8 12/4/2004 Accepted New Job FORKLIFT RAW MATERIALS WAREHOUS Karen Nair ### Nonexempt F 35 W T No 10/20/2004 ## 0.1 12/6/2004 Poor Attendance FORKLIFT RAW MATERIALS WAREHOUS Craig Johnson M 43 W ### Nonexempt T Yes 2/18/2003# 1.8 12/7/2004 Medical - Non-Job ReFORKLIFT RAW MATERIALS WAREHOUS Timothy Davis ### Nonexempt M 31 W T Yes 9/24/2002# 2.3 1/2/2005 Accepted New Job FORKLIFT RAW MATERIALS WAREHOUS Julius Deichma M 42 W ### Nonexempt T Yes 12/28/1999 ## 5.0 1/2/2005 Accepted New Job FORKLIFT RAW MATERIALS WAREHOUS Larry Dunlap M 23 W ### Nonexempt T No 8/31/2004 ## 0.4 1/8/2005 Poor Attendance FORKLIFT RAW MATERIALS WAREHOUS Kenneth Pomeroy M 65 W ### Nonexempt T Yes 10/6/1971 ### 33.3 2/7/2005 Retirement - Normal FORKLIFT RAW MATERIALS WAREHOUS Stephen Johnson M 43 B ### Nonexempt T Yes 11/23/2004 ## 0.2 2/16/2005 Accepted New Job FORKLIFT RAW MATERIALS WAREHOUS Peter Stickle M 42 W T Yes 5/21/1998# 6.7 2/16/2005 Accepted New Job WAREHOUSE SUPERVISOR RAW MATERIALS WAREHOUS ### Exempt Paula Moore ### Nonexempt F 23 W T No 12/20/2005 ## 0.2 3/7/2006 Poor Attendance MACHINE OPERATOR PREPROCESSING Carmen Mcclinto F 25 W ### Nonexempt T No 11/22/2005 ## 0.3 3/7/2006 Job Abandonment MACHINE OPERATOR PREPROCESSING Donald Conley M 24 W ### Nonexempt T No 2/1/2006 ## 0.1 3/12/2006 Poor Performance MACHINE OPERATOR PREPROCESSING Jerry Hairston M 39 W ### Nonexempt T No 3/7/2006 ## 0.0 3/13/2006 Job Dissatisfaction MACHINE OPERATOR PREPROCESSING Daniel Processes apM 26 W ### Nonexempt T No 1/10/2006 ## 0.2 3/20/2006 Job Dissatisfaction MACHINE OPERATOR PREPROCESSING Jason Mann ### Nonexempt M 23 W T No 2/21/2006 ## 0.1 4/10/2006 Poor Performance MACHINE OPERATOR PREPROCESSING James Wheeler M 28 W ### Nonexempt T No 12/8/2005 ## 0.4 4/17/2006 Poor Performance MACHINE OPERATOR PREPROCESSING Sylvia Responsibili F 33 I ### Exempt T Yes 9/23/1997# 6.5 4/7/2004 Career Change CUSTOMER SERVICE Marketing Ryan Satterfie M 67 W ### Exempt T Yes 9/8/1981 ### 22.6 4/7/2004 Retirement - Early CUSTOMER SERVICE Marketing Marsha Kennedy F 36 A ### Exempt T Yes 4/1/1997# 7.1 5/4/2004 Pay CUSTOMER SERVICE Marketing Donald Holmes M 37 W ### Exempt T Yes 10/15/1996# 7.6 5/12/2004 Pay CUSTOMER SERVICE Marketing Johnnie Wormac M 39 W ### Exempt T Yes 2/21/1987 ### 17.3 5/24/2004 Career Change CUSTOMER SERVICE Marketing Todd Lamb ### Exempt M 42 W T No 5/25/1990# 14.0 6/8/2004 Work Rule Violation CUSTOMER SERVICE Marketing John ### Exempt T Yes 6/27/1996 ## 8.0 6/30/2004 Pay SALES Marketing Assembles prM 51 W Misty Hu ### Exempt F 47 A T Yes 10/4/2000# 3.8 7/21/2004 Pay SALES Marketing Michael Houtz ### Nonexempt M 46 W T No 5/16/2006 ## 0.1 6/24/2006 Poor Performance MANUFACTURING SUPERVISOMANUFACTURING MANAGEM William ChamberM 34 W ### Exempt T Yes 5/9/2006 ## 0.2 7/15/2006 Accepted New Job MANUFACTURING SUPERVISOMANUFACTURING MANAGEM Averell Cabinetry - Terminated Employees First N Last N SexAgeEEO Status RehireHiredate LOS Term DateTerm Reason Job Title James Barnett M 36 W T Yes 6/9/1998# 5.7 2/17/2004 Pay PAINT ROOM TECH Rebecca Same as asseF 48 W T No 2/24/2004 ## 0.0 3/1/2004 Pay PAINT ROOM TECH Bradley Godwin M 54 W T No 2/2/1999# 5.1 3/24/2004 Violence - Threat/Ac PAINT ROOM TECH Laura Heath F 66 W T No 4/29/1986 ### 17.9 3/31/2004 Medical - Job Relate PAINT ROOM TECH Lewis Colling M 52 B T No 5/13/2001 ### 2.7 2/2/2004 Resigned in lieu of CRATER Christop Crabtree M 67 W T Yes 3/16/1993 ### 10.9 2/2/2004 Pay CRATER Joshua Same as asse M 43 W T No 3/8/2003 ### 0.9 2/10/2004 Resigned in lieu of CRATER Kendra Mcfarlan F 39 W T Yes 7/20/1992# 12.0 7/21/2004 Pay CRATER Rick Tribby M 57 B T Yes 7/24/2001 ## 3.0 7/28/2004 Pay CRATER Sheila Brown F 52 W T Yes 12/19/2002# 1.6 7/28/2004 Pay CRATER Lee Chinn M 42 A T No 4/19/1984 ### 20.3 7/28/2004 Pay CRATER Lisa Porter F 30 W T No 5/21/2002# 2.2 8/2/2004 Work Rule Violation CRATER Malcolm Trapp M 33 W T Yes 10/29/2002# 1.8 8/8/2004 Career Change CRATER Stephen Farmer M 52 W T No 8/13/2003 ## 1.0 8/21/2004 Poor Performance CRATER Michael HarshmaM 44 W T No 11/5/2002# 1.8 8/30/2004 Accepted New Job CRATER Darrin Read M 51 B T No 3/16/2004 ## 0.5 9/1/2004 Job Abandonment CRATER Robert Ball M 48 W T No 4/4/2000# 4.4 9/15/2004 Work Rule Violation CRATER Brendan Hughes M 52 W T Yes 11/16/2004 ## 0.5 5/23/2005 Accepted New Job CRATER Aaron Palmer M 51 W T Yes 9/24/1996# 8.7 5/25/2005 Pay CRATER Alice Long F 33 W T No 7/19/2000# 4.9 6/7/2005 Resigned in lieu of CRATER Christop Rhoades M 40 W T Yes 1/7/1997# 8.5 7/17/2005 Medical - Non-Job ReCRATER Dennis Perrigo M 29 H T Yes 12/1/1998# 6.7 8/3/2005 Career Change CRATER Toni Mehling F 47 W T Yes 10/3/2001# 3.9 8/10/2005 Pay CRATER David Connell M 55 W T No 9/3/1996 ## 9.0 8/20/2005 Resigned in Lieu of CRATER Laura T Yes 4/15/2003# 2.4 8/31/2005 Accepted New Job CRATER Handles mor F 27 W Mohan SchroedeM 40 W T Yes 6/6/1995 ### 10.2 8/31/2005 Accepted New Job CRATER Todd Seevers M 67 W T Yes 3/25/1986 ### 19.4 9/2/2005 Pay CRATER Michael Rieck M 37 W T No 3/30/2001# 4.5 10/3/2005 Poor Performance CRATER John Sellner M 68 W T Yes 6/30/1998# 7.3 10/3/2005 Retirement - Normal CRATER Chip Chang M 33 H T Yes 11/19/2002# 2.9 10/5/2005 Personal Reasons CRATER Carolyn Same as FF 29 W T No 7/18/2000# 5.2 10/12/2005 Work Rule Violation CRATER Octavia Richards F 31 W T Yes 12/12/2000# 4.8 10/12/2005 Accepted New Job CRATER Department Salary FLSA ### Nonexempt FINISHING ### Nonexempt FINISHING ### Nonexempt FINISHING ### Nonexempt FINISHING ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU ### Nonexempt FINISHED GOODS WAREHOU Averell Cabinetry - Terminated Employees First N Last N SexAgeEEO Status RehireHiredate LOS Term DateTerm Reason Job Title Department Salary FLSA George Hurles M 45 W ### Nonexempt T Yes 1/4/2005 ## 0.8 10/19/2005 Accepted New Job CRATER FINISHED GOODS WAREHOU MatthewLozier ### Nonexempt M 45 W T Yes 2/13/2003# 2.7 10/26/2005 Accepted New Job CRATER FINISHED GOODS WAREHOU Bradford Performs maiM 54 W ### Nonexempt T No 3/1/1988 ### 17.7 11/2/2005 Poor Performance CRATER FINISHED GOODS WAREHOU Phillip West ### Nonexempt M 54 W T No 5/19/1981 ### 24.5 11/12/2005 Deceased CRATER FINISHED GOODS WAREHOU John Morris ### Nonexempt M 28 W T Yes 7/7/1998# 7.4 11/29/2005 Career Change CRATER FINISHED GOODS WAREHOU Carl Works to ensure and other areas are kept clean and orderly condition. May require school diploma or its equivalent. No experience Has knowledge ### Nonexempt of commonly used c M offices 43 W T specified Yes 11/24/1998 ##in a7.0 12/7/2005 Accepted New Job a high CRATER FINISHED GOODSnecessary. WAREHOU Dwight Lane ### Nonexempt M 43 W T Yes 11/29/2005 ## 0.0 12/10/2005 Work Conditions/Re CRATER FINISHED GOODS WAREHOU John Everett M 57 W ### Nonexempt T No 3/9/1993 ### 12.8 12/18/2005 Medical - Non-Job ReCRATER FINISHED GOODS WAREHOU Lance Nichols M 53 W ### Nonexempt T No 1/17/2006 ## 0.1 2/8/2006 Personal Reasons CRATER FINISHED GOODS WAREHOU Suzette Baker ### Exempt F 43 W T No 8/25/1998# 6.6 3/30/2005 Personal Reasons WAREHOUSE MANAGER FINISHED GOODS WAREHOU James CarpenteM 49 W T No 9/8/1987 ### 17.4 2/19/2005 Medical - Job Relate WAREHOUSE SUPERVISOR FINISHED GOODS WAREHOU ### Exempt Jennifer Designs and F administers in a small company or in limited functional areas of a larger company. Analyzes HR data and makes recommendations to management ### Exempt regarding solutions t 34 Whuman T resource Yes policies 6/27/2002# 2.8 3/28/2005 Employee Relocatio WAREHOUSE SUPERVISOR FINISHED GOODS WAREHOU TerranceBrown M 43 B ### Nonexempt T Yes 3/7/2006 ## 0.3 6/29/2006 Accepted New Job CUSTODIAN CORPORATE SERVICES Richard Ables ### Exempt M 39 W T No 3/21/2006 ## 0.3 6/25/2006 Poor Attendance MAIL/SHIPPING CLERK CORPORATE SERVICES Crystal Performs inf F 43 W ### Exempt T Yes 12/2/1997# 8.8 9/12/2006 Accepted New Job Receptionist/Clerk Corporate Eric Smith ### Nonexempt M 43 W T No 4/11/2006 ## 0.0 4/18/2006 Failed Drug/Alcohol PRODUCTION TECH ASSEMBLY Jerry MowbrayM 27 W ### Nonexempt T Yes 9/23/2003# 2.6 4/26/2006 Accepted New Job PRODUCTION TECH ASSEMBLY Brett Morris ### Nonexempt M 31 W T No 2/21/2006 ## 0.2 5/3/2006 Poor Performance PRODUCTION TECH ASSEMBLY John Howard M 41 W ### Nonexempt T Yes 4/22/1988 ### 18.1 5/24/2006 Career Change PRODUCTION TECH ASSEMBLY Kamila Roberts F 50 H ### Nonexempt T Yes 7/6/1989# 16.9 5/31/2006 Personal Reasons PRODUCTION TECH ASSEMBLY Michael Hall ### Nonexempt M 54 W T No 12/13/2005 ## 0.5 6/3/2006 Poor Attendance PRODUCTION TECH ASSEMBLY Louis Creates nonstandard special tools manufacturing operations. Tests and tolerances. for determining production methods### and sequence of operations M 55 jigs, Wfixtures, T clamps No and 5/9/2006 ## for0.1 6/18/2006 Poor Job Fit jigs for function PRODUCTION TECHResponsibleASSEMBLY Nonexempt Timothy Lemaste M 29 W ### Nonexempt T Yes 2/1/2006 ## 0.5 7/19/2006 Accepted New Job PRODUCTION TECH ASSEMBLY Linda Smith ### Nonexempt F 35 W T Yes 8/8/2000 ## 6.0 7/30/2006 Accepted New Job PRODUCTION TECH ASSEMBLY Scott Boling M 36 W ### Nonexempt T No 10/27/1992 ### 13.8 8/23/2006 Work Rule Violation PRODUCTION TECH ASSEMBLY Christop Swingle M 56 W ### Nonexempt T No 12/15/1999# 6.7 8/23/2006 Poor Performance PRODUCTION TECH ASSEMBLY Amy Perkins F 63 W ### Nonexempt T Yes 4/21/1992 ### 14.1 6/8/2006 Retirement - Early AR CLERK Accounting empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt empt Salary Data Information compiled by the administrative assistant Accounting Clerk Source 25th 50th 75th A-2 Accounting Clerk $ 27,640 $ 31,220 $ 34,810 B-19 C-26 Accounting Clerk Accounting Clerk $ 25,200 $ $ 28,240 $ 28,000 30,410 $ $ 30,700 32,790 A-1 Accountant, General $ 46,350 $ 51,810 $ 57,790 B-1 C-1 Accountant, General Accountant, General $ 36,900 $ $ 42,050 $ 40,300 49,320 $ $ 44,100 55,050 A-3 Accounting Manager $ 76,940 $ 91,640 $ 106,340 B-20 C-27 Accounting Manager Accounting Manager $ 61,000 $ $ 68,130 $ 67,000 78,090 $ $ 74,900 89,840 A-4 AP Clerk $ 29,920 $ 35,110 $ 39,940 B-1 AP Clerk $ 26,200 $ 29,200 $ 32,700 A-5 AR Clerk $ 30,550 $ 35,100 $ 39,640 B-2 AR Clerk $ 26,200 $ 29,200 $ 32,700 A-6 AR Clerk Sr. $ 35,140 $ 40,460 $ 45,370 Performs routine accounting activities following established procedures such as maintenance posting of journal entries in the general ledger and preparation of various accounting statements and financial reports. Prepares bank account reconciliations. Completes month-end closing procedures. High school diploma or GED. Accountant, General Computes and prepares balance sheets, profit and loss statements and other financial reports. Responsibilities also include analyzing trends and costs incurred to predict future expenses. Assists with the preparation of financial statements, ledgers, reports and taxes. Bachelor's degree or equivalent. Performs a variety of tasks working only under general supervision. Accounting Manager Manages the general accounting functions and accounting staff. Ensures compliance with generally accepted accounting procedures. Oversees the completion of ledger accounts and financial statements. Requires a bachelor's degree in a related area and 6-7 years of experience in the field. Designation of CPA may be required. Accounts Payable Clerk Pays bills for the company and maintains the accounts payable ledger and/or processes. Maintains all payment records. Requires a high school diploma or GED. Typically reports to a manager. Accounts Receivable Clerk Processes incoming payments and sends requests for payment on overdue accounts. Duties include keeping records of all accounts, data entry and assisting with general accounting activities. Requires a high school diploma or GED. Accounts Receivable Clerk, Sr. Effective dates of collected data A=Oct 1 of the year prior to the case year B=April 1 of the year 3 years prior to the case year C=Oct 1 of the year prior to the case year D = April 1, 2 years prior to the case year Salary Data Information compiled by the administrative assistant Source Processes applications for credit. Duties include keeping records of all delinquent accounts and credit problems. Requires a high school diploma or GED. Normally has 3 more years of experience than a regular AR Clerk Accounting Director Responsibilities include managing all the accounting functions. Requires a bachelor's degree with at least 8 years of experience in the field. Performs a variety of tasks personally while leading others. Typically reports to upper management. Performs a variety of administrative functions. Schedules appointments, writes memos, compiles reports and handles multiple projects. May assist with annual budgets. Requires a high school diploma or GED with at least 5 years of experience. Performs a variety of tasks. May direct and lead the work of others. Typically reports to a senior manager or department head. Assembles pre-fabricated parts at work stations. May test product to quality specifications or tolerance levels and makes repairs as necessary. Uses hand and/or power tools to assemble units. Uses instructions and standardized procedures to assemble the units to product specifications. Requires a high school diploma or GED. Position-specific formal training may be required. Less than of 2 years experience in this position; may also be called a trainee or apprentice.. Assembler II Same as assembler but has at least of 2 years experience and is fully trained in the position. Assembler III Same as assembler but has at least 5 years of experience and is fully trained in the position. May be assigned training or lead duties. 75th Accounting Director $ 101,910 $ 127,660 $ 152,130 Accounting Director A-8 Assembler I 50th AR Clerk Sr. A-7 Administrative Assistant III 25th Administrative Assistan $ 38,420 $ 42,660 $ 46,470 Administrative Assistant III A-9 Assembler I $ 23,370 $ 26,750 $ 29,600 B-3 C-1 D-1 Assembler I Assembler I Assembler I $ 21,500 $ $ 23,140 $ $ 22,770 $ 24,100 25,250 24,990 $ $ $ 27,600 26,570 28,270 A-10 B-4 C-2 D-2 Assembler II Assembler II Assembler II Assembler II $ $ $ $ $ $ $ $ 31,520 28,400 34,440 29,550 $ $ $ $ 35,540 33,400 37,590 37,570 A-11 Assembler III $ 33,740 $ 41,290 $ 47,610 B-5 C-3 Assembler III Assembler III $ 29,500 $ $ 38,390 $ 33,500 42,820 $ $ 38,000 47,230 Effective dates of collected data A=Oct 1 of the year prior to the case year B=April 1 of the year 3 years prior to the case year C=Oct 1 of the year prior to the case year D = April 1, 2 years prior to the case year 26,870 25,200 31,730 26,520 Salary Data Information compiled by the administrative assistant Building and Grounds Supervisor I Supervises and trains building and grounds maintenance staff. Oversees landscaping activities; the maintenance of sidewalks and parking areas; and the removal of trash and snow. May be responsible for the housekeeping staff. A Level I Supervisor is considered a working supervisor with little authority for personnel actions. Requires a high school diploma or its equivalent in area of specialty. Familiar with a variety of the field's concepts, practices and procedures. Relies on experience and judgment to plan and accomplish goals. Performs a variety of tasks. A certain degree of creativity and latitude is expected. Typically reports to a manager or head of a unit/department. Source 25th 50th 75th D-3 Assembler III $ 30,160 $ 34,270 $ 39,460 A-12 Building and Grounds $ 44,680 $ 53,090 $ 63,090 C-4 Building and Grounds $ 49,490 $ 52,080 $ 55,320 B-6 Cost Accountant $ 44,500 $ 50,000 $ 56,000 B-7 Custodian $ 19,200 $ 21,700 $ 24,900 B-23 Design Engineer $ 45,100 $ 51,300 $ 58,000 A-39 Customer Service Repr $28,484 C-5 Customer Service Repr$ 31,000 $ Cost Accountant Tracks information regarding the costs of manufacturing activity, such as raw material purchases, inventory, labor, etc. Analyzes changes in raw materials, manufacturing methods, rate schedules to determine effects on costs. Compares factors affecting prices and profitability of products or services. BS in accounting required. Custodian Performs housekeeping and janitorial duties to keep offices, restrooms and public areas in clean and orderly fashion. Removes trash from offices and other work areas. May do minor repairs. May do outside maintenance including lawns and snow removal by hand or power equipment. Follows established routine. No HS or GED requirement but may be required to read and or speak English to understand instructions and cleaning product information. Design Engineer Designs new or improves design of existing products. Develops specifications and oversees prototype development and testing. Bachelors degree expected. Customer Service Representative II Handles more complex customer inquiries and higher-value or non-routine transactions. Average of 6 years of experience and high school diploma or GED. Effective dates of collected data A=Oct 1 of the year prior to the case year B=April 1 of the year 3 years prior to the case year C=Oct 1 of the year prior to the case year D = April 1, 2 years prior to the case year $32,590 32,320 $36,695 $ 34,000 Salary Data Information compiled by the administrative assistant Forklift II Operates a powered forklift, cherry picker or hydraulic lift in a warehouse or manufacturing area and between departments, buildings and outside storage areas. Collects and delivers materials while following established safety procedures. Delivers materials to work areas as directed; stacks materials in storage areas and loads outgoing shipments into trailers; unloads incoming shipments. High school education or GED and forklift certification required. Report to shipping supervisor. Source 25th 50th 75th B-8 Forklift II $ 23,700 $ 26,300 $ 29,800 C-6 Forklift II $ 26,850 $ 27,990 $ 29,440 C-7 D-4 Forklift 1 Forklift 1 $ 21,320 $ $ 27,740 $ 22,230 31,500 $ $ 23,390 35,030 A-13 General Maintenance $ 28,220 $ 32,440 $ 37,630 D-5 General Maintenance $ 34,310 $ 39,380 $ 45,380 A-14 Housekeeper $ 20,430 $ 21,940 $ 24,110 A-15 Human Resources Ma $ 69,930 $ 90,110 $ 108,490 B-21 Human Resources Ma $ 55,900 $ 65,000 $ 71,800 A-16 Human Resources Gene $ 61,200 $ 71,000 $ 80,100 Forklift 1 Same as Forklift II above but with no experience; company must provide forklift training and certification. General Maintenance Worker I Performs maintenance service and repairs in the areas of plumbing, carpentry, painting, plastering, machine servicing, electrical or vehicle servicing. Is knowledgeable in the procedures and safety measures in area(s) of spec