How visionary leaders are helping their teams succeed.
Manufacturing forms the foundation of industry, and there are numerous processes and efficiencies at play every day to help ensure manufacturers are meeting their goals. Yet in addition to those daily priorities and challenges, manufacturing leaders need to plan how to take the right steps toward the future of technology, worker engagement, and supply chain strategies.
To learn more about what’s foremost on their minds, we surveyed 822 manufacturing leaders for our second annual “Voice of the Manufacturing Manager 2024.” Here’s an overview of the insights these managers provided around how they’re modernizing their organizations, building more resilient supply chains, and engaging their workforce.
Manufacturers need to keep up with modern technologies and trends to stay competitive and relevant in their industry. Those embracing modernization like artificial intelligence (AI), digitization, digital twins, and the Internet of Things (IoT) say it has improved efficiency, increased productivity, and improved quality control.
However, only 53% say their company is “very modern” compared to others in their industry. This half of respondents embrace innovation and are likely industry leaders already. And they don't necessarily have to be big companies; we've talked to plenty of smaller organizations leaning into digital innovation, too.
Additionally, 66% are investing in new technology more than ever—they're using data analytics, AI, and automation/robotics the most. For those using AI, they’re implementing it in production efficiency, quality control, and data sharing and transparency. Additionally, 75% say their company embraces a data-first strategy.
The remaining 47% who say they're only somewhat modern or not modern at all should start looking at digital transformation initiatives—or risk being left behind by competitors and customers.
Supply chain optimization and efficiency can make any manufacturer run more smoothly and productively. Yet, by not having any control or influence over their supply chain, even small disruptions can cause ripple effects down the line. This is why 75% of those surveyed say supply chain resilience and sustainability are very important to their operational success.
To improve their supply chain strategy, respondents are using digital tracking tools for better visibility into what's moving through the supply chain, how to optimize ordering, and how to pivot when delays arise. They're also adopting sustainable materials and practices, as well as diversifying their suppliers. Even with all these innovations, the top barriers they still face to increasing their supply chain resilience are costs, regulatory challenges, and a lack of technology.
A manufacturer doesn't run on just equipment alone, but on a satisfied, productive workforce as well. Today, 57% of manufacturing leaders say morale at their company is high. They attribute that high morale to workers being offered flexible work schedules, bonuses or higher pay, and more paid time off.
Although creating an engaging culture takes ongoing effort, the results are worth it. Manufacturing leaders say they’re actively creating a better work environment by offering flexible work schedules, providing better tools and technology to their workers, as well as focusing on listening to what workers really need. Additionally, 91% say their company is making upskilling —or increasing workers’ skillsets to help them improve in their current roles—a priority.
Manufacturing leaders have a number of areas of responsibility that take their time and attention. This year, their top daily priorities are supporting safety in their factories, quality control, and boosting production efficiency. Additionally, 63% say sustainability is a higher priority than ever, and 66% also say the integration of innovative technology is a higher priority than ever.
Daily challenges include helping ensure safety and compliance (a key area of focus this coming year), as well as managing their diverse teams and hitting their production targets. Another challenge is preparing for the future at a time when 72% believe automation will change their current job over the next five years.
By taking steps to introduce new technologies to modernize their operations, create better ways to engage their workforce, and optimize their supply chains, manufacturing managers can create a competitive advantage that prepares them for inspiring, forward-thinking leadership in their industry.
Read the “Voice of the Manufacturing Manager 2024” report today.
