Moises Romero’s Post

Hold Your Nerve 😬 In manufacturing, it's tempting to make frequent changes to plans in response to minor changes around the business. However it is important the stay patient and maintain stability. Here's why it's essential to 'hold your nerve' during while planning: 1. Stability and Predictability: Frequent changes can disrupt operations and lead to inefficiencies and staff being unproductive. Keeping consistent plans lets them team know what they are doing. 2. Resource Optimization: Constant tweaks can lead to raw material wastage. Patience ensures optimal use of labor and materials. 3. Cost Control: Changes often incur extra costs like down time increases the risk of damaging equipment. Keeping consistent lines helps to keep these unexpected expenses to a minimum. Trust your team on the shop floor to get the results and hit the plan set out for them 🚀

Today LinkedIn asked me to answer the following question: You are focused on reducing costs in manufacturing operations. How can you guarantee long -term sustainability? So simply answered: Currently reducing cost is a widely debated term between small, medium and large entrepreneurs. Even for families, reducing costs for personal reasons is a present term. The principles of Lean Manufacturing us give us a clear and objective view of how to do this consciously, assertively and healthy. For we cannot just go out eliminating everything randomly. Before implementing the principles of Lean, we must practice the 5's methodology. For if we are not able to perform 5's, we will not be able to implement Lean Manufacturing. Therefore, to reduce costs and increase efficiency, we must start with the basics. 5S is the basis of Lean to help reduce waste and optimize productivity. 5S is a great way to minimize Lean's 7 waste (also known as seedling). He acknowledges that every tool needs to have a specific location that allows the team to find it quickly, use it and return to the same place. In addition, it prevents the working space from becoming messy with unnecessary equipment. It is an effective way to reduce waste from: Movement - By reducing the distance required to obtain a tool Wait - By minimizing the lost time waiting for a tool Inventory - When removing any unnecessary equipment from the working space In addition, 5S is a great way to maintain a formidable discipline on your team and increase the integrated quality of your work.

Sun Tzu’s quote, “Plan for what is difficult while it is easy; do what is great while it is small,” speaks to the importance of preparation and timely action in any context, whether personal, professional, or organizational. 1. “Plan for what is difficult while it is easy”: This part of the quote emphasizes the importance of foresight and preparation. In my experience, I ’ve seen that many failures in manufacturing are not traceable, often resulting in guesswork. To avoid this, planning for potential challenges early on—when they are easier to manage—is crucial. 2. “Do what is great while it is small”: This part advises taking decisive action on small matters before they escalate. I’ve observed that in manufacturing, a 10% failure rate is often accepted as “fine,” but i’ve also seen the resistance mindset when workers move on to the next stage without fully understanding or addressing the root causes of problems.

Five Ways Process Can Kill Production 1. Permission Without Action: Giving responsibility but requiring excessive approvals shows a lack of trust. 2. Process Over People: Focusing on processes instead of people removes inspiration and vision, signaling a lack of humanity. 3. Meeting Overload: Constant meetings overwhelm and reduce productivity, indicating politics over efficiency. 4. Unclear Vision: Vision statements full of jargon lack purpose and direction. 5. Judgmental Management: Management should support creativity an openness, not tear down new ideas. Note: Processes can be adjusted based on urgency or risk level to maintain flexibility and efficiency.

I am working on a book on the manufacturing value chain. The first chapter (and the fact that I have a solid manufacturing background) sets the stage for why I am going with manufacturing. Enjoy the first chapter entitled "Chapter 1 - Why Focus on Manufacturing?" in the following post. I look forward to your feedback.

Imagine this: After 10 years as a Manufacturing Engineer you find yourself at a crossroads. Despite consistently delivering results, leading process improvements, and driving significant cost savings, you are repeatedly overlooked for engineering management roles. It was frustrating to see promotions go to others, including external candidates, while you remained in the same position. You knew something had to change, so you decided to take control of your career trajectory. You decide to work with someone to help you get over the hump. Throughout the process you recognize that being technically strong wasn’t enough. You needed to enhance your leadership presence, refine communication style, and start thinking strategically. You were doing great work, it often went unnoticed by those making the big decisions. You are seen as a solid engineer, but not as someone who could lead and drive change. You began to develop a more visible leadership style. Stepping out of the shadows and took on roles that put you in front of senior management. Whether it was leading cross-functional teams or presenting at company-wide meetings, you started showing up differently. You learned how to tailor your messaging to different audiences, making sure that you aren’t just speaking “engineer,” but also speaking “business.” This allows you to highlight the broader impact of your work and connect with decision-makers in a way you didn’t before. You started connecting the dots between your engineering projects and the company’s overall goals. By contributing to strategic discussions and proposing initiatives that aligned with company objectives, you began to demonstrate your value as a leader, not just a technical expert. Fast forward to the future, a new engineering management position opens up. Thanks to your increased visibility, leadership training, and strong internal network, you were not only considered for the role but ultimately chosen as the Engineering Manager. You are now proud to lead a team of engineers and technicians, driving innovation and continuous improvement. Remember that the power to change your trajectory is in your hands. Don’t just wait for the opportunity—create it! This could be you and your future, question is what path will you take at the crossroads?

A common question that comes up is, "Once the production order is placed, can we just wait for the delivery?" While it might seem like the hard work is done once the contract is signed, the reality is that this is just the beginning. Constant communication with your supplier is essential to address issues as they arise and to ensure that production stays on track. Here’s why staying in touch is crucial: Proactive Problem Solving: Even with the best planning, issues can pop up during production—whether it's a delay in material sourcing, a quality control concern, or an unexpected challenge in the manufacturing process. Regular communication allows you to catch these issues early and work collaboratively with your supplier to find solutions. Maintaining Quality Standards: Your supplier needs to understand that quality is non-negotiable. By keeping in close contact, you can ensure that they are adhering to the standards you’ve set and address any deviations before they become larger problems. Timely Adjustments: The fashion industry moves fast, and sometimes changes are needed after production has already started. Whether it’s a last-minute design tweak or a shift in order quantity, ongoing communication enables you to make these adjustments smoothly, without derailing the entire production process. Building a Strong Partnership: A strong relationship with your supplier is built on trust and open communication. When you stay engaged throughout the production process, you demonstrate your commitment to collaboration and mutual success, which can lead to better results and long-term partnerships. In short, don’t go silent once the contract is signed. Keeping the lines of communication open with your supplier is key to ensuring that your production runs smoothly and that the final product meets your expectations.

Challenges ebb and flow over time in manufacturing operations. The problems solved in the plant yesterday aren’t the same problems that will exist in the future assuming you’re applying continuous improvement. In my experience as progression leads to the next problem, ones’ point of view can become stale. While inspiration comes from many places, reading is one of the wells I go to frequently. One of may favorites has been “How to Fix a Factory”. It’s an easy read that I’ve read cover to cover in a single sitting. As I read this book, I find myself actively thinking about problems in my factory. I’d challenge you to read this book and not find a solution to one of your current manufacturing problems. What other good reads would you suggest for manufacturing operations management? How to Fix a Factory: A Practical Approach to Clarify and Resolve Underlying Challenges in Your Factory https://a.co/d/dIfHdQY

Manufacturing Tip – Are you solving the same problems over and over?    After action reviews are a powerful tool for growth and improvement of manufacturing teams. By reflecting on past actions, we can learn valuable lessons and make better decisions in the future. Embrace the opportunity to learn and adapt. Each review brings new insights and helps us build better teams.

𝗨𝗻𝗹𝗼𝗰𝗸𝗶𝗻𝗴 𝘁𝗵𝗲 𝗦𝗲𝗰𝗿𝗲𝘁𝘀 𝗼𝗳 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗟𝗮𝘂𝗻𝗰𝗵𝗲𝘀  A Must-Read Guide for All Product Managers! The 𝗡𝗲𝘄 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗜𝗻𝘁𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝗼𝗻 (𝗡𝗣𝗜) phase is a crucial stage in the product launch process.  It involves transitioning a product from the design stage to serial production, which can make or break a product's success in the market.  There are several reasons why the NPI phase is so critical. Firstly, involving the manufacturing partner early in the process can help assess all the risks involved in the product, from the Bill of Materials (BOM), design, testing, packaging, logistics, and more. This early involvement can help to identify potential issues and mitigate them before they become bigger problems during production, saving time and resources. Secondly, working with the manufacturing partner can optimize costs across all areas, including manufacturing and all the processes the product will pass through. This can help reduce production costs and reduce prototyping phase time, leading to an overall faster time to market. Thirdly, sharing best practices between the OEM and the manufacturing partner can lead to joint product optimization before serial production.  This collaborative effort can improve the quality of the product and ensure that it meets end customer requirements. The NPI phase is critical to bringing a product to market faster, optimizing costs, improving product quality, and reducing production costs.  Therefore, it is essential to involve the manufacturing partner early in the process to ensure a successful product launch. 🎯 If you want to learn more about NPI process, follow, connect or get in touch! 🎯 #engineering #manufacturing #innovation #supplychain  ------------------------------ If you found this post valuable, please like, comment, and repost to help others discover it as well. I support OEMs with Development, Manufacturing, and Supply Chain Solutions. Liked this post? 🔔 Ring Bell on my Profil Want to see more? Follow #ralfklaassen 🔝 Connect with me