Conflicts between shifts in a manufacturing plant can affect productivity, quality, safety, and morale. If left unresolved, they can lead to poor performance, high turnover, and customer dissatisfaction. How can you prevent and resolve these conflicts effectively? Here are some tips to help you manage shift transitions smoothly and foster a positive work culture.
The first step in understanding what causes conflicts between shifts is to identify the common sources. Communication gaps, such as a lack of clear and consistent information exchange, can lead to misunderstandings, errors, and blame. Resource constraints, such as limited or unequal access to materials, equipment, tools, or space can create frustration and competition. Performance standards that differ in terms of quality, quantity, or speed can lead to unfair comparisons or criticisms. Additionally, different values, norms, or styles of work culture can create clashes or stereotypes between shifts.
The second step to improving communication between shifts is to implement a standardized shift handover protocol that covers essential information, such as tasks completed, pending issues, and problems encountered. Additionally, it is important to encourage face-to-face communication between shift leaders or representatives in order to clarify any doubts and questions. Regular updates and feedback should be provided to all shifts on the overall performance, goals, and achievements of the plant. Furthermore, creating opportunities for cross-shift interactions, such as meetings, trainings, or social events, can help build rapport and trust.
How the shift should operate at each shift level should be clearly defined and the standards of operating should be clearly communicated too. The process sometimes in some work areas can differ (I.e) one shift can create semi finished product and next shift should finish that in to a full finished product if that’s the case that also need to communicated in such a way that is understandable to all.
The third step is to optimize the use of resources between shifts. This can be done by planning and allocating the resources according to the demand and capacity of each shift, implementing a fair and transparent system for sharing, storing, or replenishing the resources between shifts, monitoring and maintaining the quality and functionality of the resources regularly, and involving all shifts in decision-making and improvement processes related to the resources.
Optimisation of resources should be done based on the routing times of the work area and work position, as most of the time we all know very well, that people will say lack of resources and we end up on recruiting either temps or more work position. But the key to start with is what does your routings are saying and you also consider that every year to adjust the routing either increase or decrease based on your product and process improvement. If you have not made any improvement and you increase your routings please also note that your manufacturing cost and transformation cost will go up. In this case the overall business needs to consider that if that product is worth producing in this location or not?
The fourth step is to ensure the performance standards are consistent between shifts. To do this, it is important to define and communicate performance indicators and targets clearly and objectively. Performance should then be measured and evaluated based on the same criteria and methods for each shift, with achievements and contributions being recognized and rewarded equally. Additionally, any performance gaps or issues should be addressed and corrected promptly and constructively.
Performance is a simple word but defining that in to a tangible numbers are the key. Most of the time we give most actions than numbers so focus performance by work areas and connect the layers of each work area so when you link up it will Connect to the top goal. For example if you have given the top goal assembly yield at 100% and you have to define this across various departments this is how you can do. For production assembly yield at 100% is measured by ensuring what is the target output is for example if each shift need to produce 1000pcs then it is measured on 1000pcs, and for logistics delivering the material on time to production line is the measurement of assembly yield, like this you need to specified in defining.
The fifth step is to foster a positive work culture between shifts. This can be done by promoting a shared vision and mission that unites all shifts towards a common goal, as well as encouraging a collaborative and supportive attitude that values the diversity and strengths of each shift. In addition, it is important to resolve any conflicts or disputes between shifts quickly and respectfully, using a neutral and impartial mediator if needed. Moreover, it is beneficial to provide adequate training and development opportunities for all shifts to enhance their skills and knowledge.
For any problem you come across don’t rush to resolve, take a step back look at the wider perspective and chop the issue in to small pieces and take one step at a time. A good leader will always have stable feet and composed approach.