in one bite. That is unless your company is
prepared for a massive case of indigestion,
otherwise known as trying to change too
much, too fast.
The daunting size and scope of the M4.0
undertaking may be one reason the industry
is moving at what appears to be a slow pace
to M4.0. In the Manufacturing Leadership
Council’s new survey on Next-Generation
Leadership, results of which follow this article, only 13% of survey respondents say that
M4.0 is well understood by their companies’
executive management teams and only 9%
say their companies are well prepared to undertake the journey.
A key reason for the lack of preparedness,
the survey reveals, is that manufacturers are
either too focused on other issues, or they
simply don’t understand how M4.0 applies to
their particular businesses. In either case, the
finding reflects a failure or inability to look
the elephant directly in the eye and come to
grips with what needs to be done.
So what should manufacturing leadership
do to overcome this inertia?
First on the agenda: Top leadership needs
to make an overt commitment to understanding M4.0 and to including it in its vocabulary
and in its discussions about vision and mission. Importantly, as my colleague Jeff Moad
urged after last year’s Next-Generation Leadership survey results were published, top management also needs to start building M4.0 into
its strategic planning exercises and clearly define goals and objectives around M4.0.
These measures will inculcate M4.0-
awareness in employees while also energizing all levels of the company around the
idea. M4.0 projects will spring from the bottom up, enabling knowledge and experience
to be gained.
The elephant can be eaten. Just don’t bite off
more than you can chew. – David R. Brousell
ANUFACTURING 4.0, WITH ITS LEADERSHIP, TECHNOLOGY,
and organizational dimensions, is a massive undertaking for most manufacturing companies. In fact, the non-technology aspects of M4.0 – cultural
change, collaborative skills for flatter organizations, and cross-functional
integration, to name a few – are far more significant challenges than simply
buying and implementing a range of new technologies.
As a result, most manufacturers can’t, and shouldn’t even try, eating the proverbial elephant
LEADERSHIP JOURNAL .................... ....................
You Can Eat the Elephant