What do you do if your organization's strategic decisions are impacting manufacturing operations?

Always need proactiveness to recover negative effect due to wrong strategic decisions.As corrective measure I always prefer to go for root cause analysis.Encourage team members to keep positive mind set.Communicate details with the team members & set recovery goals & plan.Cross-functional teams can work together to align strategies & operational plans more effectively. Analyze activity details.Collect data & perform data analysis.Clear who is doing what. Monitor feedback. Engage leadership. Seek help from external experts (if require).As preventive measure I always prefer risk-based planning to implement any strategic decisions in manufacturing operations. Perform some demo process to be sure that strategy could not harm outcome.

Manufacturing operation has to be one of the critical considerations while doing Business Impact Analysis necessitated from a shift in Business Strategy .Before we delve into the root causes, one need to go back and ponder what were the basis on which the manufacturing lines are put up, what were the flexible and scalable parameters. This will help to draw a predefined recovery strategy. Important aspect is to slice the reasons which forced the business to consider strategic shifts. They could be regulatory, supplier influenced , end of life for technology or even market dynamics. Once we keep forward looking transitional abilities at manufacturing we resolve most of the disruptions though Recovery Time Objectives (RTO).

I would be surprised if an organization's strategic decisions are not impacting manufacturing operations! In my experience the success of an organization directly correlates with a cohesive strategy. Operations must be an integral part of this strategy, rather than being sidelined or adversely affected. It falls upon senior leaders within the operations team to ensure that operational strategy is seamlessly integrated into the overarching business strategy.

Sure, here's a simpler take on what to do when big company decisions mess with factory work: - Find the problem:See how the big decisions are hurting factory output (delays, costs, quality, etc.) - Talk it out:Explain the problems to your boss and other higher-ups. Use data to show the impact. - Fix it together:Work with them to find ways to lessen the problems. This might mean changing the big decisions a little, or finding ways for the factory to work better under the new rules. - Stay ahead of the game:Try to find out about big decisions early so you can prepare for any problems they might cause.

No need to panic, understand reasons of impact. Analyze reasons & nature of impact. Connect with stackholders & share your views. Institue a small group activity & start correcting wrong happening. Put hold on capital investments for a while. Focus on core & try to encah it.

Engaging teams is always the best way to create excellent production. "You take care of people and people take care of your business". Working in a happy environment means having synergy and organic engagement that spreads throughout the culture.

Work transversally: Work closely with other departments, such as strategic planning, sales, finance, and marketing, to align objectives and strategies. Collaborative efforts can lead to better decision-making processes that consider the needs and constraints of manufacturing operations.

Something of an issue that I have noticed throughout my management experience is that a lot of these situations/solutions tend to struggle in a couple places, the first being Communication. I have seen management teams assemble, discuss problems in great detail, determine an improved action plan moving forward, and leave the meeting with a sense of accomplishment regarding a problem solved. Very seldom is that the end of the process. These decisions need to be passed down the management structure, & specific responsibilities outlined at each level. Without participation from every level of your team, these changes will not be implemented successfully. Ensure that this communication is taking place within your team, and LISTEN TO FEEDBACK.

Engaging employees is not an option but a requirement. The failure or success of such decisions depends on their knowledge and experience in the factory.

O planejamento estratégico da empresa deve ser visto como a principal "bússola" que vai direcionar a empresa aos seus objetivos principais. Caso as Operações Industriais estejam sendo impactadas pelo Planejamento estratégico não está havendo a coesão entre ambas o que é um sério problema. Torna-se necessário rever e adequar os processos das Operações da produção mesmo que para isso, grandes mudanças precisem ser feitas. Recomenda-se aqui a fazer um forte diagnóstico dos processos operacionais, levantar a causa raiz dos desvios e montar um forte plano de ações corretivas com o envolvimento de toda a liderança onde todos saibam, e entendam, que os objetivos da empresa devem ser sempre priorizados.

Focus on Provide Feedback: Offer constructive feedback to senior management regarding the implications of strategic decisions on manufacturing. Present data-driven insights, metrics, and performance indicators to support your arguments and recommendations. Proactively Propose Solutions: Offer alternative solutions or adjustments to the strategic plan that can mitigate the negative impact on manufacturing operations. Consider factors such as production capacity, inventory management, workforce capabilities, and technological requirements.

What can't be measure, can't be seen. Therefore, we initially need to measure what is generating impact. Then plan and execute the improvement plan.

Start with the strategy. It is the 5–7-year goal that I liken to the hub of a wheel. All the supporting processes are the spokes and the end result is that the wheel turns at the speed that is intended. If the wheel is not turning to the speed expected, then each of the spokes needs to be reviewed: Supply chain, Operations, Quality, Sales, Engineering, Technology, Maintenance systems, and Human Capital Enhancement. All of these are critical to the success of the outcome. If any are weak, then there should be plans (1-3 year plans) to shore up the weaknesses.

Implementing changes is not always an easy goal. Teams are made up of diverse people with diverse thoughts, so we depend on approval from other members. It is never a unilateral decision. Therefore, we need to work on relationships with our internal customers, in addition to having a systemic view of the business. If we need approval, we first need to convince.

Proper Understanding of strategy at all levels and the big picture clarity is key element for a successful implementation. Also, engaging people positively to embrace changes and proactively involve certainly complements effective implementation

After implementing any strategic plan, monitoring the impact for results in 30, 60, and 120 day data should be common practice. Often the results can be surprisingly different than intended. Be prepared to pivot if necessary and willing to admit mistakes rather than staying the course with a flawed plan. “Don’t mourn failure, celebrate the lessons it brings. “

If you are performing a strategic planning, you should be impacting the manufacturing operations, and how you can know. In my expirence if you have good metrics in place aligned to the results, you should be able to see the impact.

Monitoring results, especially during the first few weeks is essential. Having well defined KPIs such as downtime and yield are critical to be defined, comminuted, and accepted by the teams.

Monitor and Adjust: Monitor the implementation of proposed solutions and regularly assess their effectiveness. Be prepared to adjust strategies and tactics based on evolving business needs, market dynamics, and operational performance.

Monitoring Results is the key. In most cases, we do have KPI if it is not monitored on time, every improvement or adapting to the change will be delayed and it leads to more damage. Management Operating System or Performance Management is the way to standardise the results to be monitored on Daily, weekly and monthly basis. MOS requires identifying KPIs ,OPIs ( Operational Performance Indicators) contributing to the success of KPI and cascade activities to be performed as checklists for the success of OPIs and KPI. We must set the frequency to review each of the measures, including the checklist. This standardise the process of monitoring results and provides early indication on the performance.

If the Organisation strategy is impacting Manufacturing operations and in turn impacting the overall organisation performance, then there is no alternative other than speak up. Prepare a proper deck that includes the performance of the organization getting impacted and provide alternatives in the deck. The deck needs to be sent to all key decision makers and seek time for a discussion. Many a times strategy makers do not realise the impact the strategy is causing. The business performance reviews do not always throw up the real problem. Focussed documented process helps the right decision to be taken, including redraw of the strategy

Is important to seek External Support: If necessary, seek external expertise or consultancy to provide additional insights and recommendations for addressing strategic challenges impacting manufacturing operations. By taking proactive steps to address the impact of strategic decisions on manufacturing operations and fostering collaboration across departments, organizations can better align their goals and optimize overall performance

No business strategy can exist without a fundamental inclusion of the manufacturing and operations aspects. A strategy consists of identifying the customer(s), what products or services it desires, and how you will provide these products or services to the indicated market. This last step is where the manufacturing and operations elements must be considered BEFORE any strategy is established. If the manufacturing and operations strategy are not included up-front, either find another company to apply your skills or go back and re-fashion the strategy to include these key elements!

it's important to recognize that strategy is not set in stone. As you monitor the results and gather more data, you might find that some strategic decisions need refinement. This could mean going back to the drawing board for certain initiatives or tweaking your approach to better suit the realities of the manufacturing floor

I would like to add - **Assessment:** Evaluate the specific impacts of the strategic decision on manufacturing operations. - **Communication:** Engage with relevant stakeholders to communicate concerns and gather input. - **Collaboration:** Work collaboratively with stakeholders to identify challenges and potential solutions. - **Alignment:** Prioritize actions that align with organizational goals while minimizing disruptions to manufacturing operations. - **Problem-solving:** Proactively address issues by exploring alternative approaches and implementing effective solutions. - **Continuous Improvement:** Establish mechanisms for ongoing monitoring and adjustment to ensure operational efficiency and strategic alignment.

It's a bit of an odd question...an organization's strategic decisions ALWAYS impact manufacturing operations. The key is to assure that manufacturing is at the table when those strategic decisions are being made and that its voice is heard and taken seriously. Too often, strategic decisions are made by marketing, finance, and legal without much input from manufacturing. That, of course, doesn't prevent those others from blaming manufacturing when those strategic decisions go sideways. Boeing is only the most recent example.

Strategic decisions inevitably ripple across all facets of an organization, not solely manufacturing operations. Anticipation is the key; if overlooked, assessing the impact on manufacturing and related operations becomes imperative. It's crucial to involve relevant teams, fostering transparency, and realigning manufacturing operations and strategy accordingly. Given the dynamic nature of strategy, continual review and adjustment are essential to accommodate internal and external developments.

Just customer needs is the most important item and of cure you should consider all parameters to have the best quality include of HSE,Maitanace ,PM &PMR,needs of personal and updated technology.

Seek 360 deg feedback involving all stake holders, review what is originally communicated for understanding , feedback especially on potential pitfalls and what if scenarios and lastly ensure whatevthat is being done is keeping customers/consumer needs at the back of everything