12 MiMfg Magazine November 2017
2017 MFG Emerging Leader
Adam Tabor
Gerdau Special Steel North America
Adam Tabor
Regional Manager
Gerdau Special Steel North America
Gerdau produces high-quality engineered carbon and alloy SBQ steel bars for safety-critical applications used by the automotive , commercial vehicle , construction , agricultural , distribution and energy markets . With three special steel producing mills and a heat treating facility strategically located throughout the United States , Gerdau is capable of providing solutions for the most demanding applications .
excellence
AWARDS
For Adam Tabor , many of today ’ s companies don ’ t practice his grandfather ’ s — or even his father ’ s — brand of manufacturing .
“ That is a critical change that needs to happen for America to reclaim its former glory as a manufacturing superpower ,” said Tabor , regional manager for Jackson-based Gerdau Special Steel North America , a producer of special bar quality carbon and alloy hot-rolled and bright cold-finished steel bar products . As the 2017 winner of the Emerging Leader Award , Tabor embodies what could be considered the next generation to take the baton for the United States in the worldwide manufacturing relay race .
“ We can keep people enthused about manufacturing by celebrating the wins with the team , recognizing when people are doing very good things , and providing input on opportunities where we can be better ,” said Tabor . “ Frankly , all of that is what keeps me excited about manufacturing — challenging myself to improve results in safety , quality and efficiency at Gerdau .”
With management responsibilities for Gerdau ’ s Michigan finishing operations in Jackson and Monroe and its Huntington , Ind . heat-treating facility , Tabor helps to direct the work of about 250 people .
“ Adam is very talented at organizing complex problems into simpler forms in order to find achievable solutions ,” said Lindsey Erb , communications and public affairs specialist at Gerdau Special Steel North America , which is headquartered in Jackson . “ He is also very people-centric , which is critical to team building and people development .
“ During his short time in manufacturing , he has already proven himself to be a dynamic leader at Gerdau who has produced superior results for our organization .”
Tabor traces his interest and enthusiasm in manufacturing to visits as a 10-year-old to a metro Detroit metalworking plant where his father worked . “ My dad was a maintenance manager at DME , then a part of Cincinnati
Milacron for a number of years , and he would bring me in on Saturdays to see how they transformed huge chunks of steel into precision die molds .
“ I grew up on a farm , so I was used to being around large pieces of equipment — but the machines they had there were really impressive . And there were steel chips everywhere .”
Tabor credits Gerdau with practicing the type of modern management and quality philosophies that are reinvigorating manufacturing in America .
Some aspects of that enlightened philosophy are an emphasis on training and teamwork and a willingness to look past age when it comes to promotions within the company .
“ Gerdau encourages people to reach their full potential ,” said Tabor , who started with the company after graduating from Michigan State University in 2007 with a degree in metallurgical engineering . “ The leadership here gives us opportunities to expand our responsibilities and provides feedback on how we can improve . That ’ s so different from the old style of management in manufacturing , along the lines of where you were told : You have to wait 30 years until we think you can be a plant manager .’”
In his first 18 months at Gerdau , the company encouraged Tabor to take a two-week series of courses that introduced him to practical aspects of lean manufacturing initiatives and continuous improvement . Entry-level engineers now go through a two-year management associate program that covers the concepts of Six Sigma , lean manufacturing and continuous improvement .
Tabor is optimistic about manufacturing in America with all the country ’ s expertise , but he sees a challenge with the perception of high school and college students about the sector . “ We need to engage our generation in manufacturing — get younger people to see that there ’ s nothing wrong with manufacturing ,” he said . “ It ’ s fun and challenging to make things with your hands and get dirty . And it needs to be an important part of our future .” 6