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WINTER 2014

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Distributor's Link Magazine Winter Issue 2014 / VOL 37 / NO.1

158 THE DISTRIBUTOR’S

158 THE DISTRIBUTOR’S LINK NON-THREADED FASTENER INNOVATION IS A FAMILY TRADITION AT PIVOT POINT continued from page 50 Rue Leitzke celebrates ISO certification Great-Grandson Sol Leitzke explains: “We offer personalized engineered solutions and we are adept at designing specialized fasteners tailored to suit particular applications. Specials are our specialty, though we are experienced and competitive in manufacturing standard, stock items too. Customers come to us to solve fastening challenges, and our wide range of manufacturing capabilities allow us to do just that.” According to company President, Dave Zimmermann: “Pivot Point has a long tradition of innovation and hard work. Our ultimate goal will always be complete customer satisfaction. We are highly committed to offering the best service around, and we want our customer’s experience to be positive and hassle-free throughout. We are proud of our rich heritage and our experience in matching and creating unique fasteners for specific applications. Put our experience to work for you!” From left: Peter Gehring, Quotations; Jordan Jaeger, Customer Service/Quoting Manager; Nicole Leitzke, Customer Service; Amy VanMinsel, Customer Service; Dave Zimmermann, President Background: archival company literature dating back to 1935. 4th generation, Rein and Sol Leitzke *SLIC Pins- U.S Patent No.’s 6,872,039 & 7,147,420, foreign patents issued; Bow-Tie Locking Cotter Pins-U.S. Patent No.’s 6,135,693 & D431,181; Rue-Ring Locking Cotter Pins- a Pivot Point original design, Auto-Lock Safety Pull Pins- Patents Pending, Nylon Lanyards- U.S. Patent No. 5,784,760 (U-Lock Style) Pivot Point’s manufacturing processes include cold heading, screw machining, high speed drilling, precision machining, milling, ball detenting, assembly and many others. The company manufactures in numerous materials including carbon steel, alloy steel, stainless steel and aluminum. Virtually any finish can be supplied, including electroplating such as zinc and nickel, mechanical plating, black oxide, passivation, anodizing and more. Current modern manufacturing facility

THE DISTRIBUTOR’S LINK 159 INTERGENERATIONAL WORKFORCES: KEEP UP AT WORK AS YOU AGE continued from page 82 Tips For Accommodating Older Workers The best strategy in managing and accommodating older workers is the same as with employees of any age: observe, note strengths and weaknesses and try to work with that person as an individual. Nearly every employee requires some accommodations in order to do the best job possible. For example, a manager may have to spend The best strategy in managing and accommodating older workers is the same as with employees of any age: observe, note strengths and weaknesses and try to work with that person as an individual. time with the younger, new college graduate explaining to him if and when it is appropriate to text customers. The same concept is true with older workers. Due to changes in eyesight and hearing, consider how older workers' seats at a meeting table can make a big difference in how well they are able to participate. Recognizing normal changes that happen to the aging brain can help managers expect that some older workers may be quiet during that meeting but are submitting great ideas a few hours later, after they've had time to process. Since this age group may have less computer experience than their younger coworkers, it is important to assess and respond to needs for training. Older workers sometimes are thought to be technologically challenged but often it is because they have not had proper training. It is also important to reevaluate a worker's duties if he ages during employment with an organization. For example, a 70- year old hotel shuttle driver who has been with a company for 20 years may be better suited to a front desk assignment if age-related changes are interfering with driving abilities. Embracing Older Workers Older workers have so much to offer: experience, work ethic, potential to mentor and frequently less family obligations that will interfere with work. The key to maximizing value with older employees is recognizing and accommodating their differences.

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