Here's how you can thrive in a plant operations career through adaptability.

Initially, embracing automation and online systems in plant operations was tough. Transitioning from face-to-face reporting to online meetings felt impersonal. Integrating automation tech was daunting, as it changed how we worked. However, through adaptation and acceptance, I grew. Online KPI tracking and management systems seemed alien at first, but they revolutionized how we monitored operations. Real-time feedback improved safety and efficiency, making me realize the power of embracing change. Now, I see how these advancements have transformed our plant, making it safer and more efficient than ever before.

Beyond just accepting change, I actively seek it out to drive innovation in our operations. By either initiating process improvement initiatives (PIP's), or any other activity of added value, I not only keep our operations at the forefront of industry standards but also position our team as pioneers in plant management. This proactive stance not only prepares us for upcoming changes but also instills a culture of leadership in innovation with a strong safety culture in mind.

To supplement formal training and on-the-job learning, I always try my best to integrate mentorship/shadowing programs within our team. These programs pair less experienced operators with seasoned veterans, facilitating an exchange of knowledge that enhances everyone's capabilities. This not only keeps our team sharp and up-to-date but also strengthens our internal community, making continuous learning a core aspect of our workplace culture.

Pure Problem Solving when "sh*t hits the fan" is not something you should be aiming for, especially when you're in a pharma environment. But it is also inevitable. Make sure you review your processes frequently to make sure you adapt to new problems as they come and keep improving them to turn weaknesses into opportunities.

In all Operations, it's the number of people and how well organized they are that dictates the success of a business. It's important to collaborate with your team instead of competing to foster a positive and productive spirit inside the company. A message for leaders: commonly, a lot of the know-how and responsibility is on you. Nevertheless, it's key that you learn to delegate work to your team to give opportunities to those "below" you and to foster a spirit of trust. This way, you'll be free to do the most important tasks on your plate while your team grows.

To ensure that safety adaptations are effective and immediate, I implement regular safety exercises that incorporate potential new hazards we might face with changing technologies or processes. This hands-on approach ensures that all team members are not only familiar with theoretical safety protocols but are also prepared to act on them under pressure.

It's vital to maintain a balance between adopting new technologies and preserving the human element of plant operations. As we move toward automation and other technological advancements, it's important to ensure that these tools enhance our team's capabilities rather than replace them. Ensuring that technology serves as a complement to our skilled workforce, not a replacement, remains a cornerstone of my approach to managing operations.