Work Methode
Production Management
As an interim manager, it is essential to first gain thorough knowledge of the specific working methods and processes. This is achieved by engaging in discussions with supervisors and operators, and by regularly being present in the production environment. In this way, the atmosphere within the company can be sensed, and initial findings can already be noted based on that.
This approach helps to clarify what knowledge is available on the shop floor and within management.
It is important to directly approach supervisors and operators and ask them which areas for improvement they consider important and how they feel about their responsibilities.
It is crucial to build a relationship of trust with the staff and with the people you work closely with, as sustainable results can only be achieved then. By listening and asking targeted questions, interest is demonstrated and valuable knowledge is gained.
Production meetings are of crucial importance. There are various meetings in production, but all must be "to the point," brief, and efficient.
Shift handovers:
These can proceed with or without operators. A report must be created and posted in a program (e.g. Teams) where managers from other departments can consult it.
Shop floor production meeting :
All departments must be present at this meeting, and each must prepare a brief report on the events of the previous day. This can be done using figures or a graph placed on the whiteboard or digitally. The meeting will take place in the Team Leader's office or a designated quiet area.
It is important that this is not a talking shop, but that actions are discussed, and that if there are matters involving multiple departments, these are discussed separately after the meeting.
Continuous Improvement
I have already held the position of Continuous Improvement Manager at various companies.
The assignment was primarily to take a comprehensive look at operations and, following analysis, propose possible improvements.
Improvements for the short term, medium term, and long term.
It was also important to map out the impact of the improvement and what the improvement entailed.
Everything was always discussed with the supervisors and operators, who generally have more insight into the potential improvement that was to be implemented.
These must be improvements that endure and do not have a temporary impact. This can sometimes be a simple adjustment or an improvement that entails a certain cost.
Production optimization
Production optimization, increasing efficiency, and eliminating potential bottlenecks can only be achieved after a thorough analysis of the production flow. The best tools we will use for this are found in Lean Manufactury.
Lean Manufacturing
Lean has various tools that can help optimize production. It is important that the people with whom Lean will be applied have knowledge of what Lean entails and what the various facets of Lean are. Kiss: Keep it simple sustainable
A simple analysis tool is the 8 points of loss. Based on these 8 points, improvements can be achieved quite quickly.
Based on accumulated knowledge and with the help of specific programs within Lean Manufacturing, improvement proposals are developed in collaboration with the local managers.
Performance dialogue
A performance dialogue is a structured conversation between a manager and an employee regarding work performance, goals, and personal development. Unlike the traditional annual review, the focus here is on an ongoing, two-way dialogue to stimulate growth and results. To ensure a performance conversation runs efficiently, five core principles must be adhered to:
Honest: Open and honest about successes and challenges, without hidden agendas. The Conversation Format: It is a dialogue, not one-way traffic. The employee is given the space to provide input.
Clear: Specific expectations and goals (often via SMART goals) so that everyone knows what 'success' entails.
Constructive: The focus is on improvement and support, not on assigning blame. Continuous: Regular check-ins prevent surprises and keep track of progress.
During a performance dialogue, the following points are typically covered: Review, Future & Goals, Development, Well-being and Action Plan:
Coaching
In all my assignments, I found that coaching was an important component and that with good coaching (support), individuals took a more positive approach to their roles. They gained more self-confidence, which also led to improved performance.
To be able to coach even better and support people even more effectively, I completed the Business Coaching training program and successfully graduated.
What does coaching entail?
Coaching is a guidance process in which a coach supports a client (individual or team) in achieving concrete goals, increasing self-insight, and developing skills. It focuses on action in the present and the future, not on treating psychological disorders.
Key points:
Goal-oriented: clearly formulated goals (career, leadership, performance, personal development).
- Collaborative: the coach asks questions, provides feedback, and uses techniques (conversation, exercises, assignments).
- Practical and action-oriented: planning, experimenting, reflecting, and adjusting.
- Temporary and result-oriented: often an agreed duration and measurable outcomes.
- Difference from similar roles:
- Mentor: typically shares their own experiences and advice; coaching allows the client to find solutions themselves.
- Therapy: treats deeper psychological problems; coaching focuses on functioning and growth.
When to use it:
For career choices, improved performance, leadership development, work-life balance, or when getting stuck in habits/behavior.