An APS (advanced production scheduling) tool shines here. Quickly rescheduling around the breakdown to prioritize the most critical work while still considering physical constraints and overall goals is key. A good APS will consider alternative routes, move critical operations, adjust shift patterns to compensate for lost capacity, and visualize the effects of these choices on critical KPIs. By performing multiple what-if scenarios and comparing the results, a scheduler can determine the best course of action to minimize the impact of the breakdown and get a new schedule out to the floor and things back on track quickly.

Leaders shall be one to whom all are seeing with HOPE. So first of all, rather reacting sit with all stakeholders holders who involved in process. Drill down the critical projects and its deliveries. Get machine uptime info. Divert resources on urgent deliveries only. Study the pattern and inform the customers in case if you are going to fail. In some scenarios, it may be we need to offload some load and get it done to from sources just to meet customer requirements and long term confidence. Optimisation of available resources also need to be tracked minutely. Once the machine is up, we need to assure our customer on faster execution.

Risk and oppourtunity register is one of the greater tool can be used as solution for this . In this Risk Register , we need to log the possible risk that can come in manufacturing conisering the intrested parties . *drill down the entire process into sub process * identify the risk involved in each process * come up with mitigation plan * log the mitigation time and keep the actions in place with this when ever there is an issue , we have the immediate solution in place , just follow

As a Lean Six Sigma Master Black Belt, I’ve learned that when machinery fails, strategy kicks in. First, get to the root cause—was it poor maintenance or just wear and tear? Fix the immediate issue, but tackle the underlying problem to avoid repeat failures. Next, look at options: redistribute work to other machines, run extra shifts, or temporarily outsource to hit your quotas. Flexibility is key. Lastly, tap into your team’s creativity—Lean Six Sigma thrives on collaboration. Meeting production targets isn’t about panic; it’s about smart, adaptable solutions that keep things running smoothly long-term.