By Bob Williamson, CMRP, CPMM, MIAM, Editor
Manufacturing in America is a global force to reckon with. Our technology, machinery, facilities, and transportation systems are powerful and robust. The challenge we had prior to COVID-19 was availability of a sustainable and skilled workforce in many geographic regions of the United States. After some 18 months of uncertainty due to the pandemic, that workforce challenge, especially in terms of the factory floor, not only continues to
grow, it reflects the weakest link in the economic recovery.
Interestingly, the Manufacturers
Alliance, in partnership with Aon, recently conducted an extensive workforce-related survey of some 400 human-resource and functional leaders in large manufacturing companies. The resulting report, "Workforce Priorities for A Hybrid World, The Future of Flexible Work in Manufacturing," was published in July 2021 (see link below). Among other things, the survey found that virtual work and flexible work models may be here to
stay.
But what about the factory floor,
where manufacturing takes place? For sure, there is nothing “virtual” or “flexible” about the making and shipping of widgets. The relative ease of shifting to remote and flexible work in the front offices of manufacturing companies seems, in large part, to have been enabled by two forces: technology and desperately willing top-management teams. Would that apply to production operations?
For many manufacturers, returning
to traditional ways of work simply will not be an option. Something must change if they are to attract, hire, and retain a capable workforce. Therefore, I believe technology and desperately willing top-management teams will also help alter work cultures on factory floors. Respondents to the Manufacturing Alliance/Aon survey suggested offering “flexible working hours, compressed work weeks, split shifts, shift swapping, and part-time positions.” Use of such enticements with plant-floor
workforces, however, would look very different than use among the carpet dwellers in front offices.
We have another option, of
course: Technology can automate our manufacturing processes, and much of it is far more affordable than it was a decade ago. In fact, given the rising cost of labor over the past decade, with healthcare-cost burdens and skills shortages, many businesses have already automated some of their labor-intensive processes. The times we are in call for—make that scream for—large-scale automation. Yet, while process automation can be easier for large, deep-pocketed companies than for the smalls, it's
still a huge challenge.
There are four big hurdles to be
overcome when automating manufacturing processes: availability, installation, sustainable reliability, and work-culture change. And remember, skills and labor shortages are widespread in these post-pandemic times. Moreover, despite the supply chain's efforts to heal and keep up, manufacturers of automation technologies aren't immune to the production-barrier ills that others face these days.
To repeat: RAM professionals are
on manufacturing's front line. Skill shortages may be affecting our ranks, but there are recruiting and training efforts underway in many companies to remedy the situation. In addition, we have technologies for carrying out data collection, analysis, and problem-solving somewhat remotely. However, the boots-on-the-ground parts of reliability and maintenance will not be virtual or remote.
So, consider this option: Recruit
and train displaced production workers to wear some RAM "boots." They'll be familiar with industrial environments and the importance of plant equipment. Then, let's train our current production workers to care more for their machines than they did in the past, and, in the process, become the eyes and ears for reliability, availability, and maintenance improvement.
