Upskilling isn’t just about training—it’s about preparing for the future. In this Supply Chain Byte, Lisa Anderson explains why manufacturers must upskill their workforce not only to improve efficiencies and reduce low-level work done by highly skilled employees, but also to preserve critical knowledge as Baby Boomers retire. Hear why strategic upskilling strengthens today’s performance while protecting tomorrow’s success.
Twelve percent of the workforce will be lost to retirement as the Baby Boomer generation retires. Thus, companies must think differently and prioritize upskilling the workforce. Simplify processes, lean on high-skilled experts to focus on defining and designing the work to make it more repeatable for less experienced people, and automate processes. For example, an industrial equipment manufacturer relied on a high-skilled expert planner to keep operations running smoothly, seeing issues no one else say and handling them before they become a problem. Thus, they brought us in to consult on the planning and scheduling processes.
We reviewed the planning and scheduling process and use of ERP and related technologies. We learned the answers to how the expert could identify key product characteristics to determine the run rate and production line. In addition, we found out how she optimized sequencing and addressed issues before they became a problem. Thus, we explored better utilizing their ERP system, setting up additional parameters to use capacity planning, the dispatch report, and MRP.
It turned out that the planner had to change the date on work orders coming from another department to be accurate, and so we went upstream and provided education on MRP and adjusted setups so that the work order date management could be automated. In addition, we rolled out an improved sales forecasting process and automated simple statistical analysis and growth rates so that the team could focus on exceptions instead of crunching data. The forecast rolled into the SIOP (Sales Inventory Operations Planning) process, and so we developed charts and graphs to provide visibility and highlights to the executive team for proactive decision-making. We wrapped it up by developing and automating standard metrics such as schedule adherence, documenting processes, and developing training videos. The planner went from focusing 80/20 on catching issues to 80/20 with a focus on exception management and optimization of efficiencies, service, and inventory levels. And, most importantly, the process was repeatable, sustainable, and scalable.
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