Here's how you can turn failure into an opportunity for innovation in manufacturing operations.

Theodore Roosevelt said that the only person who never makes mistakes is the one who never does anything. Fear of failure is paralyzing. The way to make real progress is to embrace the possibility of failure and then work toward success.

Adopt a holistic approach that emphasizes both people and process change management. Start by fostering a positive culture where employees view failures as valuable learning opportunities, encouraging collaboration and continuous improvement across all levels. Implement structured change management processes to address root causes and improve workflows. When possible use technologies and lean principles to enhance efficiency. By integrating feedback from stakeholders and investing in employee skill development, failures can be turned into catalysts for strategic growth and operational excellence!

Embracing error by documenting the lessons learned it’s critical to avoid committing the same mistake across an organization.

O erro faz parte. Costumo a dizer para as pessoas em um processo de implanta??o da ISO (seja ela qual for), por exemplo, que o problema n?o é ter problema, o ponto negativo é n?o detectá-lo e tratá-lo. Isto sim demonstra falta de gest?o. O que acontece na maioria das empresas é que se tem muito discurso a respeito disto, mas pouca prática. Muitos falam que errar faz parte, mas se mostram muito intolerantes. Quando a intolerancia prevalece, a prática de esconder os erros se intensifica e a empresa perde muito capacidade criativa e a motiva??o das pessoas em tentar solu??es diferentes.

Conduct a thorough investigation to understand the underlying causes of the failure. Techniques like the 5 Whys, Fishbone Diagram, or Failure Mode and Effects Analysis (FMEA) can be used to identify the root cause. By systematically addressing the failure, learning from it, and implementing strategic improvements, manufacturing operations can turn setbacks into opportunities for growth and innovation.

Problems create opportunities. Everything can be improved. The people most affected by the problem usually have an idea of where to start.

One of the things I say consistently in my career is, "I never want to go anywhere everything works, then all I can do is screw it up." Failure is a gift because it highlights opportunity. Once everyone agrees there's an issue organizational inertia, "we've always done it that way", no longer applies! Once those shackles are off call the group together with the explicit purpose of brainstorming. Reexamine your basic assumptions like manufacturing sequence, internal logistics and job roles. To break the fear throw out the first idea and make it something wild to show there's no limits. Quickly find a few new ideas to try within days, because even if they fail you will learn and build momentum. Fail fast and keep going until you win.

Siempre hay un método mejor. Fomentar la creatividad en el equipo de trabajo permite tener una visión motivadora para propuestas de mejora.

If you don’t do something differently then you will get the same results. Using data requires finding a delta between good and bad. Looking at data requires creativity. Sure computing standard deviation and are the failures more than 3 or 4 sigma from the average of a stable process is one way to establish a special cause event that creates a failure. But what characteristic(s) are the ones that drive function? Sometimes the idea that gets you over the hump comes from the most unlikely source

Dependiendo de que producto se este fabricando y que producción se este realizando, obviamente va a ser mas sencillo la implementación de una mejora. En mi experiencia, por lo general las "Mejores" mejoras suelen ser las más sencillas, sin implicar inversiones onerosas.

Plan do check act. Plan the change. Yeah you need a quick work instruction to standardize the change Do it Check results If positive standardize If negative make a new plan

Siempre es conveniente realizar las mediciones de los rendimientos a través de los KPIs. Esto es una herramienta fundamental para medir las mejoras realizadas.

As grandes empresas n?o vêem um erro como uma oportunidade de melhoria. Geralmente elas fazem a ca?a aos culpados ao invés de atacar o problema. Acaba sendo mais importante culpar o outro do que resolver o problema.