You’re a manufacturing operations manager. How do you overcome the most common challenges?

To overcome challenges as a manufacturing operations manager, I prioritize clear communication, efficient processes, and proactive problem-solving.

The most critical and important aspect is to understand value added non value added. Many times we assume that all the tasks that we do are value added. In my experience more than 60% of all tasks we do are non value added. So remove these NVAs and you will be removing waste, reducing costs and automatically improving quality.

Reducing downtime and waste demands a practical approach, in my opinion. By implementing predictive maintenance and lean principles, we can proactively tackle issues, minimizing unplanned downtime and making the most of our resources. Adopting just-in-time inventory management ensures we have what we need precisely when it's needed, cutting down on excess inventory and waste. Lastly, close collaboration with suppliers, is super crucial nowadays and best would be to co-create solutions. This can help streamline our supply chain, reducing delays and potential disruptions.

You cannot improve things if you don't measure them. Whatever is important needs a kpi, a WIG , so you can monitor'em and understand the gap between where you are , and the target

I like Ahmed's statement - "You can't improve what you don't understand....." Another way to put it is that you can't be sure you're fixing the issue if you don't know what the problem is in the first place. Start with the basics -- categorize the problems and organize it -- Paretos are perfect for this. Then, prioritize what you're going to attack first (it doesn't make much sense to commit the same resources to a 1% contributor as a 40% contributor). Paretos will get you 80% of the way there. The final 20% is harder and will probably require Statistical Process Control -- the goal being to detect a problem about to happen before you start producing bad product.

Improve Quality: You can't Improve what you don't understand , you need to understand what quality is to your buisness and what level is desired ,, Process capability index is a good place to start with; Cpk.. Customer satisfaction: You can't please everyone.. but you can please the audience that you know and understand,, you need to know what your customer wants exactly and strive to provide it . Some delights will be helpful and credit surplus , understanding the is ISO 9001 is a good start .. and then you can create your own tools and techniques .

Continuous improvement to make production process simple and less complicated is key to good quality production. Firsthand feedback from customer base is vital. Many customers stay loyal to you if they experience honest reliable customer service.

The approach to the effective management of inventory and supply chains is the same as any other process. You are after stability in the process, It starts with design, identifying failure modes in your design, understanding the effects and ensuring controls are sufficient. The output of a good design will include manpower requirements,layouts, SOPs, training & audit plans, supplier manuals, transport & MHE requirements, contingency plans & much more. The plan can be tested against various volumes and mixes and should be used as part of your medium term master schedule. It is also an excellent basis for applying continuous improvement methods.

Monitoring and optimization of inventory levels helps regulate inventory carrying costs and excess inventory levels aging over time. On the other side it helps planning and replenishment of critically low stock preventing stock outs. This ultimately leads to cost reduction and improving OTIF and OTD.

By maintaining consistency with quality control at all manufacturing stages. Also maintaining continuous training and retraining the old skilled staff.

Excess inventory ties up capital, reduce valuable space and increase the risk of waste due to obsolescence and/ or damage. By implementing JIT inventory, VMI or any inventory optimisation software/ ERP to minimise inventory levels while ensuring timely materials availability.

Inventory: you need to set a clear layouts for warehouses and processes according to your buisness to ease the flow of raw materials and finish goods , then you have to tailor a good software that can help you to monitor Inventory without flows. Supply-chain: its all about supply, demand and forecasting , you need to understand the market that you play on to regulate your raw materials purchases considering availability, cost , quality , seasonalities and other factors can vary based on buisness. Then to create the flow for raw materials , finish good and return products due to defects or low demand etc.

One of the things I learnt all too slowly is the need to delegate effectively. There are times when you think only you can do it. The reality is that if you value your team highly enough you will get better results. Small tasks delegated regularly that work towards a common goal will bring the team together and gradually highlight your vision for the business.

I think manufacturing always has The biggest team amongst all departments. Personally i have seen organisations flourish who have team building culture from the grass root levels i.e the blue collar workers and technicians. A good team building must motivate people to learn and the organisation should provide them opportunity to grow.

You can also add tools like showing a little compassion, in addition, an open door policy between managers and employees, and every once in a while, a simple thank you for a job well done, believe me that goes a long way.

To develop your team, you have to be a role model for them. Always take ownership and stay on top of issues. Planning ahead is crucial, as is emphasizing the positive impact of your plans to your team. When it comes to your people, understanding their strengths and weaknesses is essential for effective guidance. Recognizing your team's weaknesses presents an opportunity to uplift them and provide career development opportunities. I believe no team is perfect; imperfections help members grow. Training and guidance support this growth. With these in place, I'm confident your team will develop a culture of collective success, laying a strong foundation for achieving goals. Again, always lead by example to them.

Understand what has changed and why. Use LEAN 3P or Kaizen to develop new or modify current processes to get ahead of or keep pace with the change. Being flexible and adaptive is key.

Adapt to Changes and Challenges: * Stay informed about industry trends, market changes, and regulatory requirements. * Foster a culture of flexibility and agility to respond quickly to changes in demand or external factors. * Encourage open communication and collaboration across departments to address challenges collectively. * Continuously evaluate and adjust strategies and processes to remain competitive in a dynamic market.

Investir dans la formation et le développement du personnel pour faire face aux différents changements et défis futurs ou inconnues : Je veillerais à ce que le personnel de fabrication soit formé aux bonnes pratiques, aux nouvelles technologies et aux techniques de résolution de problèmes. Un personnel bien formé est mieux équipé pour identifier et résoudre les problèmes efficacement.

It’s all about controlling process variables in real time, you need need feedback and you need to fast in order to make good decisions. Take advantage of the all the operations monitoring devices coupled with software analytics to optimize operations and predict trends. Build an operations team of winners and give them all the tools necessary to make it happen

As a Team, we should understand what are frequent challenges we are facing in day to day operations. Once we go through the analysis we should form a team for the findings the root causes and motivate the team to come with different different ideas to overcome the challenges

One of the key ways to leverage technology is through the implementation of advanced data analytics tools. By collecting and analyzing data from various sources within your operation - such as machinery sensors, inventory systems, and production lines - you can gain valuable insights into areas for improvement. This data-driven approach allows you to identify bottlenecks in the production process, optimize scheduling and resource allocation, predict maintenance needs before they occur, and ultimately boost productivity. By integrating robotics and artificial intelligence into your operations, you can automate repetitive tasks, increase precision in manufacturing processes, and reduce human error.

Leverage technology and innovation for demand forecasting ups and downs... - Implement AI and ML algorithms to analyze historical sales data, market trends, and customer behavior to predict future demand more accurately. These algorithms can identify patterns and correlations that may not be apparent to human analysts. - Use of advanced data visualization tools, such as interactive dashboards and charts, to present demand forecasting results in a clear and accessible manner. This can facilitate better decision-making and communication across the organization. - Collaborative Forecasting: Implement collaborative forecasting tools that enable cross-functional teams, such as sales, marketing, and supply chain, to share information and insights

Using technology and innovation means using new tools and ideas to make things better and stay ahead. By staying up-to-date and trying new solutions, we can work smarter and achieve more.

Incorporating the latest technologies can significantly enhance manufacturing processes: Automation and Robotics: Invest in automation and robotics to increase production efficiency and reduce human error. Industrial Internet of Things (IIoT): Utilize IIoT devices to collect data and gain insights into equipment performance, production processes, and supply chain dynamics. Data Analytics: Implement advanced data analytics to optimize production schedules, reduce downtime, and improve overall efficiency.

Energy consumption nowadays is a significant source of waste in production units. Implement energy conservation measures like upgrading to energy-efficient equipment, optimising production schedules to minimise energy-intensive processes during peak or super peak hours and implementing energy management systems to monitor and control energy usage in real time.

Forecasting risks well ahead is of great significance in a manufacturing industry. Once a risk is forecasted proactive mitigation is done naturally. Identifying the risk and its impact at the right time plays a crucial role. This comes from planning well ahead. And the detailed the plan is, easier it is to discover the pitfalls.

Analyser les problèmes et identifier les causes racines : Je commencerais par analyser les problèmes rencontrés dans le processus de fabrication en utilisant des techniques telles que l'analyse des causes racines (RCA) et le diagramme d'Ishikawa. Cette étape est cruciale pour comprendre les raisons sous-jacentes des problèmes.

Culture: Everything mentioned in point 1-6 extremely right. But, everything required the right culture to ensure high quality in execution and consistency to always keep the continuous improvement culture exist in the day to day operations.

Quick wins sometimes is the keywords. When you seeks for quick wins and close it , it gives the team trust ability that they can overcome any challenges and obstacles and don’t forget that quick wins might be for an example chronic problem but has simple solution but no one take it seriously before. When team became regularly see that problems one over one is solved there capabilities are increasing and mentally prepared to overcome challenges and they’ll get the patience and perseverance for the hard one