Manufacturing firms are continually moving towards operational excellence. While automation, 
IT and software solutions are most often focused on and are in fact, very important for operational excellence, technology is only as effective as the people and processes it supports. True operational excellence is driven by effective leadership and employee engagement.
Factors of production are standardized the world over, and similar product offerings exist globally. Manufacturing firms are constantly on the lookout for distinguishing factors. Employee engagement is the factor that can help manufacturing firms achieve excellence.
Employee engagement enables a two-way relationship between people in leadership roles such as managers and supervisors and employees for resolving issues, overcoming challenges and achieving goals. Tim Besley, a leading economist says that “people are the source of productive gain, which can give organizations a competitive edge.”
Leaders cannot ignore the people dimension of organizations. Organizations are social networks as well and treating people as generic, en masse, human resources can lead to the loss of the full contribution that people can potentially provide to the organization.
It’s important to understand the key strategies, training and programs that lead to effective leadership and processes that in turn drive employee engagement and align financial goals and metrics, and improve performance. Some essential aspects that lead directly and indirectly to greater employee engagement are:
LEADERSHIP
A crucial factor in the implementation of a more engaged employee culture is leadership, which is a proponent of widespread ownership and commitment from managers and employees. Leadership which provides answers to what the purpose of an organization is, what its broad vision is, and how an individual contributes to that purpose, result in employees understanding the impact of their work on the overall business. The organization must give the workforce a stake in the organization’s success.
INTEGRITY
A strong and transparent organizational culture consistent with stated values with trust and integrity is essential. An overall culture of worth, ownership and value as a result of integrity encourages workforce engagement.
ENGAGING LINE MANAGEMENT
Organizations must create an environment of openness between line managers and shop floor employees for greater engagement and a commitment to sustaining improvements.Managers that engage their staff, empower rather than control and appreciate their employees’ efforts are crucial to fostering a culture of employee engagement.
COLLABORATION
Companies need to break down silos of organizations and departments and foster greater collaboration. For operational excellence in production operations, it’s important to align people, processes and supporting technology.
INITIATIVE
Providing training to employees is essential for helping them act on a situation in the best possible way. Fostering a culture that encourages workers to exercise judgment and initiative, rather than doing only what they are told, is essential for developing a strong employee engagement culture and gaining a competitive edge.
EMPLOYEE VOICE
Employees must have an effective and empowered employee voice, i.e., their views must be sought, and their opinions must count. An important factor here is appropriate communication. Some of the best ideas can come from the shop floor employees.
You can learn more about fostering employee engagement to enhance the competitiveness of manufacturing firms from expert William A. Levinson. His webinar proves that world-class manufacturing requires worker engagement.
William will discuss proven ways a manufacturing firm can improve worker engagement using the examples of the Ford Motor Company, one of the most successful automobile companies in the world, and the Russian enlisted soldiers under the command of Aleksandr Suvorov that won every battle they fought.
