Building a Strong Culture in Manufacturing

It wasn’t that long ago that walking into a manufacturing facility meant stepping into a world of grime, sweat, and hard-edged grit. Imagine the dimly lit, immense space of a steel fabrication floor. Metal shavings and dust collect in the corners, and a haze lingers in the oppressively hot air. The noise of grinding metal and heavy machinery is deafening, and the men working the floor are as tough as the steel they’re shaping. Under the critical eye of disconnected management, every shift is a test of endurance, with little room for personal growth and even less for creativity.

Today, that stereotypical manufacturing floor of the past feels worlds apart from SWF Industrial’s fabrication facilities. Here, fabrication has evolved into something that balances craft with care, grit with growth, and competition with collaboration. SWF’s facilities are open, organized, and driven by values that go beyond the job at hand. There’s a sense of creativity in the air, with advanced equipment, teamwork, respect for safety, and a shared comradery among team members.

The dim and grim have given way to bright spaces filled with engaged employees who see themselves as valued contributors to a mission far greater than just work.

Through leadership that values culture, individuality, safety, and mature project management philosophies,  SWF is paving the way for a new era in manufacturing, building a culture rooted in purpose, inclusivity, and growth.

The Foundation of SWF Industrial’s Culture

SWF’s cultural foundation was laid by its founder, Al Stewart, who measured success not by how much money was made, but by how many jobs the company could create. As a fabricator himself, Al’s people-first mentality, hands-on leadership, and high standards instilled a sense of loyalty and respect that still permeates the company.

Over time, Al’s values became formally recognized as SWF’s core principles, known as the Three C’s—Character, Commitment, and Creativity.

Leading by Example: Accountability from the Top

At SWF, accountability begins with leadership. Current CEO Brandon Stanchock emphasizes that culture flows from the top down, with leaders modeling the values of Character, Commitment, and Creativity daily.

Brandon’s active participation and leadership in initiatives like the company’s book club, despite his own personal preference for audiobooks, underscores SWF’s commitment to growth and accountability at every level. Brandon believes leaders should hold themselves to the same standards they ask of their teams. Accountability, after all, begins at the top.

“If you’re going to ask others to get better, what are you doing to better yourself as a leader?” ~ Brandon Stanchock

Evolution and Adaptation Over the Years

While SWF’s core values have remained the same, the company has evolved to meet the changing needs of the workforce and the industry. Data-driven accountability allows SWF to maintain high standards while embracing flexibility and modern workplace practices, such as remote work for project management and sales roles.

By analyzing performance data, SWF can support employee autonomy while ensuring quality outcomes, a balancing act that is key to fostering both accountability and adaptability.

Cultivating Innovation Through Inclusion

SWF’s culture of evolution is deeply rooted in a commitment to inclusion. Innovation thrives in an environment where employees feel safe and valued, and SWF actively fosters this inclusivity. Open collaboration and transparent communication encourage all voices to contribute, sparking creativity across departments.

At SWF, input from every team member is not just allowed, it’s valued. In fact, without diversity of input and thought, SWF Industrial believes that creation and innovation can be stifled.

“The equation for innovation is feeling included and diversity of thought. You can’t innovate without those two.”

The Behavioral Basics: Defining Principles

To further reinforce its evolving culture, SWF implemented 30 “behavioral basics,” which provide employees with clear expectations about actions that embody SWF’s values. These basics are revisited weekly, with one behavior highlighted in team meetings to foster continuous discussion and alignment with the company’s core principles.

Key Behaviors and Their Impact

Inspired by Brandon’s belief in a service-oriented manufacturing culture, the behavioral basics emphasize both interpersonal respect and operational excellence. Key behaviors, like “Customer First, Always!” and “Make Safety Personal,” emphasize service to customers and colleagues alike. Others, like “Check Your Ego at the Door” and “Assume Positive Intent,” focus on building a collaborative and respectful workplace.

By weaving these principles into daily routines, SWF ensures that employees at all levels share a common understanding of how to embody the Three C’s. This focus on behavioral consistency has also allowed SWF to bridge generational gaps, creating a unified approach to delivering high-quality, people-centered work. Clarity, especially in communication, is essential when culture building.

“Without shared expectations of behavior, every person makes up their own rules.” 

Challenges and Solutions in Building Culture

SWF faces several challenges in maintaining a flexible and accountable culture, particularly as younger generations join the workforce. Brandon acknowledges that each generation brings new perspectives, and SWF strives to incorporate these fresh viewpoints into its established culture.

Using Data to Maintain Flexibility and Accountability

A critical component of SWF’s approach is data-driven accountability. By leveraging data, SWF can balance employee autonomy with performance expectations, empowering team members to make informed decisions without compromising quality. This approach both supports employees and holds them accountable, fostering a culture of responsibility and growth.

At times, the data isn’t ideal, and often there are external factors influencing the numbers. However, SWF’s commitment to maturity as an organization means facing these metrics openly, using them to uncover insights and drive improvement. This commitment extends to going the extra mile for SWF’s partners, where the impact of every decision is both measurable and meaningful.

For example, customer-facing team members are encouraged to “Be Urgent about Response Times” and “Deliver Extraordinary Customer Service,” with metrics tracking response rates and satisfaction levels to support these goals. Brandon summarizes it best:

“When you work here, you do things the right way.” 

Measuring Cultural Success

Cultural success can be challenging to quantify, but SWF relies on key indicators like retention, engagement, and performance metrics to track alignment with its values. High retention rates, for instance, are a positive signal that employees feel valued and engaged within SWF’s culture.

While culture is constantly evolving, SWF’s commitment to continuous improvement is evident in its focus on safety programs, quality initiatives, and personal development opportunities. As Brandon put it:

“Our safety and quality are areas with no finish line.”

While there isn’t a finish line, the people-first, continuous improvement approach has delivered great results.

• Retention: 30% of SWF’s team has been with the company for over 10 years. With an average tenure of 7.8 years, nearly three years longer than the industry average.
• Personal Development Opportunities: 62% of SWF’s management started in the shop or field, and 77% of their project managers were internally promoted.
• Safety: The proactive approach to safety, including our own STOPGO program, 2-minute Personal Safety Audits, and Safety Observations Reports led to a DART rate of zero in 2023, leading to SWF winning the 2024 Dale Sabers Excellence in Safety Award.
• Quality: When your standard is excellence, and people love what they do, quality follows. In addition to earning quality certifications including the AISC Structural Steel Building Fabricator and ISO 9001:2015, SWF’s team only spent 0.60% of their hours on rework in 2023.

The Future of Culture at SWF Industrial

Looking to the future, Brandon sees SWF’s culture evolving as younger employees bring fresh ideas and perspectives. He emphasizes that while the Three C’s—Character, Commitment, and Creativity—will always be foundational, their interpretation may shift as SWF continues to grow. The company plans to expand its use of behavioral basics, integrating them more deeply into team discussions to make these principles a natural part of the company’s operations.

“Culture is a secret weapon. If you can figure it out, it becomes your greatest asset.”

Key Culture Takeaways for Manufacturers

For other manufacturers looking to build or strengthen their culture, Brandon offers some actionable insights:

• Prioritize Core Values: Clearly defined values like SWF’s Three C’s—Character, Commitment, Creativity—can provide a moral and operational compass for all company decisions.
• Engage Your Team: Create ways to intentionally connect with your team to keep them involved and invested in their careers with initiatives like book clubs, safety and quality programs, and personal development opportunities.

• Data-Driven Improvement: Determine what defines your culture and find ways to measure, track, and improve based on the data.

• Embrace Adaptability: Foster a culture that is open to evolving with new generations and fresh perspectives.
• Invest in Behavioral Consistency: Initiatives like SWF’s Behavioral Basics help reinforce values daily, creating a shared understanding and mutual respect.
• Focus on People: Recognize that culture is ultimately about people—both internal and external—who drive the organization’s success.

Critical Culture as a Strategic Asset

Over the last forty years, a lot has changed at SWF and in the manufacturing industry. However, our commitment to our team, our culture, and our customers remains as strong as ever. Despite the focus remaining the same, our cultural shifts are evidence that people-centered, adaptable workplaces in manufacturing can—and should evolve over time.

By prioritizing character, commitment, and creativity, SWF continues to build on Al Stewart’s legacy while embracing new ideas that enhance culture and drive innovation. Grounded in continuous growth and respect for others, SWF’s growth is a testament to the power of a strong cultural foundation in an ever-changing industry.