Great Manufacturing Processes…WHO CARES?

Great manufacturing processes win. I hope you (perhaps after some reflection) agree with this premise. My definition of a great process is:

• The process is consistently profitable

• It makes something of value to the company

• The operators consider the process to be reliable and trustworthy

• The end-use customers of the process are happy and content with the process quality

Ultimately, inventing and creating great processes is both an individual and an organizational activity. This is an obvious “boilerplate” type of statement, to be sure. However, it merits some further consideration.

It brings to mind a memorable conversation I had about the organization’s role in the creation of great processes. I was speaking with the Director of Equipment Engineering at a major manufacturing company. He thoroughly understood that for the equipment to be most effective, the process inside the equipment needed to be carefully engineered to ensure manufacturability and robustness. He “got it”. We were discussing how to increase and broaden support for great manufacturing processes, particularly amongst the research leaders, who sometimes viewed manufacturing as a “necessary evil”. I asked the Equipment Engineering Director: “Why do you think we should have great manufacturing processes?” He waited patiently for my answer, perhaps expecting some deep metaphysical insight. Instead of a deep abstract insight, I told him: “We should have great manufacturing processes because we manufacture things. We need to be excellent at it because we do it, not for any other reason. You can be sure our most formidable competitors are taking this subject very seriously”. He thoroughly agreed with me. My message was that we needed to be good at it, in fact great at it, because we were doing it. It was not more complex than that. My main learning from this line of thinking has been that the desire to have great processes is based on a company’s mindset and culture, which is developed over years and is part of the DNA of a company. Top-tier world-class manufacturers understand this need instinctively and without hesitation, and they make decisions accordingly. They view their great processes as “crown jewels” and competitive weapons.

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YOUR CHALLENGE THIS WEEK

Please think about your organization’s mindset and attitude towards the creation of great manufacturing processes…

• Who (by name and title) is an unmistakable champion of great processes? What great processes have they provided to your company?

• Do the champions of great processes have a “seat at the table” when research projects are being moved forward to pilot-scale testing?

I’d enjoy hearing about the champions of great processes in your organization. As always, please email me and I’ll get back to you promptly.

All the Best, Marty

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