Shift workers are causing production delays. How will you resolve the conflicts affecting efficiency?

A gest?o eficaz de equipes em turnos é um desafio constante em opera??es industriais complexas. A falta de comunica??o e coordena??o entre turnos pode levar a gargalos na produ??o, impactando negativamente a qualidade e a satisfa??o do cliente. Para enfrentar essa problemática, liderei a implementa??o de uma abordagem inovadora na opera??o logística de motores da Stellantis em Betim, utilizando inteligência de dados e o ciclo PDCA (Plan-Do-Check-Act) para identificar e solucionar as causas raiz dos problemas. Resultando na elimina??o de atrasos produtivos, aumento de 15% na qualidade e 10% na satisfa??o dos colaboradores e dos clientes internos e aumento da produ??o de motores FIRE e FIREFLY.

Primeiramente se faz necessário a analise da causa dos atrasos que podem ser técnicos ou pessoais. O lider de produ??o precisa conhecer a capacita??o da sua equipe e desenvolver planos de aprimoramento ao longo do tempo além de mesclar a experiência nos turnos de trabalho. é importante também fazer avalia??es de clima periódicas, para isso é importante fazer gemba no ch?o de fabrica para identificar possíveis problemas e tomada de a??o corretiva imediata antes que os problemas cres?am. Geralmente a falta de comunica??o é a causa de diversos problemas no dia-à-dia ent?o certifique-se de manter um canal constante de diálogo e informa??es com seus colaboradores.

I've enjoyed reading everyone's responses but I would add an important element which is what is the data telling us. If this is strictly throughput then the value stream map is my goto as previouslymentioned. Sometimes the problem is the competition between the shifts and the incentives. I've come across situations where one shift was hiding racks for finished goods which caused slow downs in the process. Communication doesn't help in this situation because it is always someone else's fault. Direct intervention is my approach. I have manned the lines in the past and manufactured the product to determine root cause. There is much more to say but I have reached the limit allowed. Cheers

One thing I have found helpful is equipping the operators through training to be able to do simple maintenance on their machines. This reduces unplanned downtime and boosts efficiency

1. Analyse the root cause of the problem. 2. Call the team to order. 3. Explain the cost of delay. 4. Let each team member give suggestions. 5. Relook into the machinery for efficiency and take actions for repairs where necessary 4. Draw a road map and involve the team. 5. Review for effectiveness with the team and adjust accordingly. 6. Reward performances and celebrate wins.

- In my experience: What is the root cause? (example: Health Issues, Psychological Issues, Work Environment Issues, Organizational Issues, Management Issues) => We can action: Improve the work environment, improve worker health, improve work motivation:, improve work processes, enhance communication:

I revised shift patterns to ensure better alignment with peak production times. By introducing more flexible and overlapping shifts, we managed to reduce downtime significantly. I implemented staggered break times to ensure that production lines remained operational throughout the day. This change minimized periods of inactivity and maintained a steady workflow.

This is always a problem and heaven knows since when in the “grave yard shift”. From my experience I wud suggest that management set a fair target for the shift. Or better results can be achieved when there is incentive given to the employees if he exceeds the target. It is best if he/she is reward based on piece rate. When there is no incentive, the employee wud work very productively in the beginning of the shift to complete the target n shut down towards the later part of the shit. Maybe a “conveyor system” is the best if the activity can be organised in this manner

I developed comprehensive onboarding programs for new hires, ensuring they were well-versed in their roles before starting. This proactive approach reduced the learning curve and increased initial productivity. I introduced regular refresher courses and cross-training sessions for all shift workers. This ensured that everyone remained updated on best practices and could handle multiple tasks efficiently.

I can't say enough about how flex training and cross training helps. The better the variety of training, the better the chance someone can find a trainer that fits their personaltiy and learning / teaching style. Learn, teach and learn more. Make sure training is available to all shifts.

As I believe that additional training to ensure all worker are fully equipped to handle their tasks efficiently. So, Cross training the employees so they can cover multiple roles, reducing dependency on specific individuals.

Sometimes it is easy to miss something in verbal reports. Each of our workers who change shifts will leave specific work progress and tasks in a specific place. The production team leader and the new shift workers can accurately and clearly understand the work situation of the previous shift. It takes some time but ensures the accurate progress of production.

I established clear and consistent communication channels, such as daily briefings and digital platforms, for shift workers to share updates and raise concerns promptly. I created feedback loops where workers could provide input on processes and suggest improvements. This open communication fostered a sense of ownership and accountability among the team.

It is ok to have some shift rotation and flex for the insurance of smooth communcation. Rumors can spread quickly which erodes trust. Make sure everyone is getting the same message on all shifts.

Improving communication among shift workers is key to resolving conflicts and boosting efficiency with some focused strategies like, *Implement a standardized handover process where outgoing workers document and verbally relay key information to the incoming shift. *Weekly Shift Meetings: Schedule short, regular meetings to discuss goals, progress, and any challenges. These meetings help align everyone on the priorities and immediate resolution of any misunderstandings. *Shared Logbooks: Maintain logbook where workers can record important notes, changes, and observations during their shift. This creates a continuous flow of information that all shifts can access.

Friendly competition as well as lessons learned. How can we all get better without just handing out blanket bonuses that are not earned or at least strived for in effort. Show the improvement, and make sure people are appreciated for their efforts.

I organized regular team-building activities to strengthen relationships and trust among shift workers. This improved collaboration and created a more cohesive work environment. I implemented mentorship programs where experienced workers guided newer employees. This peer-to-peer support system enhanced skills transfer and built a strong team dynamic.

Fostering teamwork among shift workers is a powerful way to resolve conflicts and improve production efficiency. By implementing strategies such as team-building activities, collaborative goals, cross-shift teams, peer mentoring, recognition programs, and regular joint meetings, we can create a work environment where employees are aligned, motivated, and equipped to work together effectively. These efforts will not only reduce production delays but also create a more positive and productive workplace culture.

I would suggest focusing on few critical contributions to this issue. 1. Weakness in work infrastructure. 2. Workflow and workload reassessment 3. Motivated supervisor or manager. 4. Take feedback as a positive input and follow up with improvements.

I conducted ergonomic assessments of workstations to ensure they met health and safety standards. By making necessary adjustments, we reduced the risk of injuries and enhanced overall comfort. I introduced support programs focusing on mental and physical well-being, such as access to counseling services and fitness facilities. These initiatives helped workers manage stress and maintain a healthy work-life balance.

Sometimes empathy is lacking in leaders. This is not a lip service thing. Seek to really understand and give people a chance to shine. We are all not the same, no one size fits all. Make the process robust enough to fit everyone!