Due to COVID-19, training has been limited because of slow production on the keg and bottle lines. Most of the work is at the can production right now primarily since consumers are drinking more cans currently especially at home. This has slightly offset the volume lost in one area and increased in the other. The company is making a great effort at breaking into the seltzer market but making some small strides in doing so. With more young drinkers turning away from the typical brands the company is trying to take a more innovative approach with the seltzer their own brands and purchasing some of the craft beer market footprint. The workforce has a morale issue although they are very hard workers and often being their own unique skillsets and strong personalities to the brewery. Long breaks and lunches are a potentially sign of lack of motivation and possible exhaustion mentally or physically. This could be resolved with a change to working environment and more engagement from management with group activities and events to strengthen morale. But management unfortunately has to take a bare minium approach due to corporate expectations, this isn't their fault rather learning to cut down a tree with a axe instead of the chainsaw is the expectation now days. Machines are maintained to run enough to get the job done with a lot of maintenance, not to get done with no maintenance so they have long-term efficiency. Could be waiting a while to become a regular unless more lines and work are being brought into the brewery including waiting on retirement's. No benefits for weekenders or part-time. I recommend making benefits available to part timers to increase retention of work force and making it more appetizing to be a weekender. I also recommend more training availability to weekenders to increase availability to shift coverage and avoid drafting more often.
