How to Build a Resilient Manufacturing Operation That Thrives
TBM Consulting Group Europe
Operations, Supply Chain and Lean Consulting Firm
Manufacturers know that stability is never guaranteed. Disruptions—whether from economic downturns, supply chain shocks, or shifting customer demands—can either expose weaknesses or create opportunities for transformation. The difference lies in how quickly and effectively leaders respond.
How WIKA’s Lean transformation turned a downturn into growth
When sales decline, speed and agility are key to protecting profits. They also help companies capitalise on opportunities when the market returns. WIKA’s lean practices helped it survive the Great Recession and achieve 30% sales growth in the recovery period.
By restructuring operations around lean principles, just-in-time production, and continuous improvement, WIKA became more responsive to market shifts. Shorter lead times, higher on-time delivery rates, and streamlined workflows allowed the company to stabilise performance during the downturn and accelerate growth when demand returned.
Building a leadership pipeline from the shop floor to the top floor
Despite significant investment in leadership development, many organisations face a leadership void. This gap arises from a misalignment between the skills taught in leadership programmes and the collaborative, interpersonal skills required in today's business environment.
One approach that can help achieve this balance is establishing a Kaizen/Continuous Improvement (CI) office, where teams are chosen to work cross-functionally to improve a company’s core processes and procedures.
Resolving recurring problems with lasting resolution
Operations leaders often find themselves addressing the same issues time and time again. For example, missing the plan, not complying with standards, excessive waste, misaligned communication, changing priorities, not complying with processes, dissatisfied clients, increasing costs, and, most frequently, a lack of action.
Organizations that are serious about improving performance often become adept at managing KPIs and keeping the pulse of important metrics that show how actual performance compares to the plan. They know when performance is off track. Successfully responding to a problem is good. Avoiding it all together is even better.