In the world of manufacturing, the clash between lofty corporate expectations and the nuances of plant floor realities is an all too familiar battle. For those navigating the intricate terrain of operations management, it often feels like corporate objectives aren’t based in the plant floor reality of everyday production.
Picture this: Your operational unit is managing to hit daily production metrics, but is one unplanned disruption away from not meeting a delivery timeline. Amidst this organized chaos, you're handed a set of new goals. They come down as directives from on high, and the questions start to swirl in your mind:
"How on earth can we possibly achieve these numbers?" OR "How do I translate these lofty goals into practical action that my operators will respond to?
It's a puzzle that many manufacturing operational units grapple with. When confronted with these fresh goals, it's not just about setting targets; it's about laying the groundwork to assess and improve, define measurable outcomes, and identify the right projects that will propel your operation toward success.
But here's the kicker: Manufacturing doesn't wait for anyone. The daily hustle and bustle rarely afford you the luxury of time for extensive strategizing. Efficiency and practicality are your best allies. So, how can you efficiently chart a course to bridge this divide and get moving toward your goals?
That's precisely where our roadmap comes into play. This blog takes a page from our guide, Mastering Alignment: Bridging the Gap Between Corporate Objectives and Operational Realities. Patricia Hatem, a distinguished authority in operational excellence, with over 30 years manufacturing experience and a trusted consultant for executives and management teams, helps demystify the process.
Learn to align your operational unit's objectives with the broader corporate vision, beginning with developing yearly goals.
Step 1: Develop Yearly Goals
When senior leaders receive corporate targets, the journey toward alignment begins. But, setting operational goals requires thoughtful consideration. Let's break it down into what truly matters:
Manufacturers often want to achieve more than is humanly possible. However, mature organizations excel at clarifying priorities. If everything is treated as equally important, nothing becomes truly significant. It's about making tough choices that drive progress.
Match Goals to Capabilities
Goals must be attainable. Consider whether your organization has demonstrated the ability to improve processes to meet these targets. If not, you may need additional resources or innovative methods to bridge the gap.
Speak Their Language
Goals should be expressed in terms that resonate with mid-management and the operational team. Avoid jargon and ensure that the language used is relevant to each specific operation.
Identify Support Needs
Some goals may require cross-functional support or additional resources. It's crucial to recognize potential gaps in skills and resources at the senior level to address them effectively.
Example: Corporate may have a goal of achieving a 2% improvement in EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization). At the operational level, the goal might be a 5% reduction in operating expenses.
Manufacturers must adapt to a dynamic market that demands more while also dealing with rising costs and heightened competition. Achieving such ambitious goals may require new approaches and resources.
Beyond Goal Setting
Setting effective goals is the cornerstone of aligning corporate objectives with operational realities in manufacturing. Patricia’s guide provides a detailed roadmap that spans nine essential steps, from introducing goals to middle management to conducting a gap assessment, scoping and cascading project, and routine tracking.
To gain access to the complete roadmap and unlock the full potential of your operational unit, download the free guide.
About the author: Patricia Hatem is a distinguished authority in operational excellence, with over 30 years of experience across diverse industries such as consumer goods, chemicals, and plastics. She has held leadership roles in operations, supply chain, and purchasing, and is a Six Sigma Black Belt. A trusted consultant for executives and management teams, Patricia's expertise spans plant turnaround, supply chain management, process improvement, and strategic planning.