Manufacturing and Maintenance

So you‘re planning a new manufacturing site or an expansion to your current plant. In the following I will simply talk about subjects and issues which are very crucial in attaining success according to my personal experience. Should you face some of these roadblocks, let‘s talk about them. Just make use of one of the many ways to get in touch with us.

One of the key elements during the preparation phase is your staffing strategy, especially for the management level. Operations management and Maintenance require good language and communication skills with your headquarters and production plants in Europe. Which strategy is good for you? Which key responsibilities are to be staffed out of your Headquarters with highly trained people ready to move, and which positions should you staff with local experts? Which specialized training should be considered for whom? How should trainings be conducted and does the individual state even sponsor such programs? Highly trained staff might be scarce and training programs have to be prepared and conducted in the most efficient way possible to transfer know-how. How can one plan such a program?

In the area of staffing, I have experienced and managed various constellations. It is especially noticeable that communication in the work place is different in America. More than you might be used to, it is necessary to establish clear rules from the beginning and put an emphasis on understanding and coaching. See also our Quality chapter.

The use of a company wide ERP system is also a priority when it comes to manufacturing and maintenance. In order to know current performance levels in production as well as customize an efficient preventative maintenance system, the introduction of ERP should be a priority from the start. Training is also necessary in administering this system. It will guarantee clean and precise processes in the long run. The company needs to be as "transparent" as possible to the headquarters, especially during start-up and setup. In my experience, the ERP system will save you a lot of logistics and downtime cost. More costly if you do not prioritize accordingly...

Organized labor: Do I wish to hand over the responsibility for my employees to a union? Or do I believe in being able to provide the best care for my employees myself? In the latter it will be my duty to establish rules within my company that treat everyone fair and correct. These company guidelines are typically underestimated by foreign companies settling down in America. In some parts of the US or Canada, unions will form quickly and can significantly influence your decision-making process. This might sound exaggerated but do consider hiring an experienced HR person in your target area.

Organization of the work and payment options: Possibly you will not find the same wage options for your manufacturing associates as in your European locations. You might have to look into typical options for your American location and a new translation of your ERP routings into manufacturing output. Questions about time management, incentive programs, motivation etc might be answered differently.

If you would like to discuss some of these issues, just drop us a note! We might be able to offer some insight!

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