Tag Archives: Management Operating System

 

By integrating their Management Operating Systems (MOS) with AI and IoT, mining and metals companies can significantly enhance their operational capabilities, leading to better asset management, increased productivity, and ultimately, improved financial performance.

Utilizing IoT devices, such as sensors and connected equipment, to continuously collect data on various aspects of their operations, including equipment performance, environmental conditions, and production metrics, this real-time data is fed into the MOS, providing a comprehensive and up-to-date view of operations. The collected data is then analyzed by AI algorithms within the MOS to generate insights, identify patterns, and predict outcomes, allowing for proactive management of assets and operations, such as predicting equipment failures or optimizing production schedules.

A key aspect of any MOS is to assist management in decision making. Integrating AI with MOS enables real-time decision support, where AI provides recommendations or automates decision-making processes based on the analysis of IoT data. This helps managers make more informed decisions quickly, improving responsiveness to changing conditions. Additionally, AI allows the MOS to simulate different operational scenarios and predict their outcomes. This capability helps managers evaluate the potential impact of different decisions before implementing them, reducing risks and optimizing outcomes.

By focusing on operational efficiency, AI models integrated into the MOS can optimize processes in real-time by adjusting operational parameters based on current conditions and historical data, leading to improvements in ore and metal recovery, energy efficiency, and overall productivity. AI can also be used to analyze data on resource usage and availability, helping the MOS to optimize the allocation of resources such as labor, equipment, and materials, leading to cost savings and improved operational efficiency.

When approaching enterprise asset management and predictive maintenance models, integrating AI and IoT with the MOS, companies can enhance their predictive maintenance capabilities. AI algorithms analyze sensor data from IoT devices to predict when maintenance is needed, helping to prevent unexpected equipment failures and reduce downtime. This assists the MOS to automatically schedule maintenance activities based on AI predictions, ensuring that maintenance is performed only when necessary and that it is coordinated with other operational activities.

The use IoT and AI integration helps the MOS to optimize inventory levels by predicting demand for spare parts and materials based on operational data, thus reducing inventory costs and ensuring that critical components are available when needed. By having AI analyze data across the supply chain, assisting the MOS to optimize logistics, reduce lead times, and minimize costs associated with the procurement and transportation of materials.

Integrating Management Operating Systems with AI and IoT in the mining and metals industry offers substantial benefits, but it also comes with several challenges and potential pitfalls.

USC partners with your organization and coaches your people to significantly impact performance outcomes and accelerate Operational Excellence

For more than 55 years, USC has been working with clients to address the challenges and avoid the pitfalls when developing, enhancing and deploying their management operating systems.

As technology enablers, like AI and IoT, are deployed, we help clients to address the challenges through careful planning and a strong focus on change management, including employee involvement.  By proactively identifying and mitigating the pitfalls, mining and metal companies can successfully integrate AI and IoT with their MOS, unlocking the full potential of these technologies for improved asset management and operational efficiency.

Integrating AI and IoT into MOS often requires close coordination across different departments, such as IT, operations, and maintenance. Misalignment or lack of communication between these departments can lead to project delays and failures. The complexity of integrating AI and IoT, projects can often experience timeline and budget overruns. Effective project management is critical to keep the implementation on track and within budget.

Mining and metal operations often have data scattered across different systems and departments. Integrating this data into a unified MOS that can effectively leverage AI and IoT is challenging, particularly if the data is stored in incompatible formats or is not standardized. AI systems require high-quality, accurate data to function effectively. Inconsistent, incomplete, or inaccurate data can lead to poor AI performance, resulting in unreliable predictions or insights. Ensuring that data from IoT devices is processed in real-time is crucial for effective AI-driven decision-making. However, high latency in data transmission or processing can lead to delays, reducing the effectiveness of AI in making timely decisions.

Many companies often face a skills gap when it comes to AI, IoT, and data analytics. There may be a shortage of in-house expertise required to manage and maintain these advanced technologies effectively, so having a partner can assist in compressing the time it normally takes cleanse data and align MOS processes. Employees accustomed to traditional methods may resist adopting new technologies, especially if they perceive AI and IoT as threatening their jobs or making their roles redundant. Effective change management and training programs are essential to address this issue.

Companies that have integrated their Management Operating Systems with AI and IoT are experiencing several quantifiable benefits across various aspects of their operations. These benefits are often measurable in terms of improved safety (30-50% reduction in safety incidents), cost savings (10-40% reduction in maintenance costs), and an increased productivity (5-15% increase in productivity and 10-20% improvement in operating efficiency), just to name a few. By leveraging these technologies effectively, mining and metal companies can achieve substantial improvements across their entire value chain.

USC helps you tackle key challenges

Do you want to understand how a MOS can integrate your mine and operational planning, while helping you to safely increase performance site wide? Contact us today.

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A robust MOS is vital for mining and metal companies to navigate the challenges of today’s market.

Management operating systems (MOS) are making significant impacts to performance goals and outcomes for mining and metals companies by providing a structured and systematic approach to managing the business across the value chain. Companies have a strong need for robust MOS in today’s market to ensure safety and compliance, improve efficiency, and achieve sustainable growth, given the safety of workers is a top priority across the mining industry;  the global demand for minerals and resources is rising, leading to increased competition; mining operations are inherently complex; the industry is facing significant cost pressures from fluctuating commodity prices and rising operational costs; and the adoption of new technologies requires an integrated approach to managing operations.

Performance is improved by providing a structured framework for planning, monitoring, and controlling operations. MOS can help through:

  1. Safety and Compliance – ensuring that safety protocols and regulatory compliance are integrated into daily operations, while minimizing the risk of accidents and legal issues, promoting a safer working environment.
  2. Enhanced Planning and Scheduling – creating detailed and realistic operational plans and schedules, ensuring that resources are allocated efficiently and that production targets are met without unnecessary delays. Potential bottlenecks can be identified and addressed during the planning process – “Planned work is safer and more productive than unplanned work.”
  3. Real-Time Monitoring and Control – tracking operations in real time, allowing for quick in identification and in-shift resolution of issues, while reducing downtime and safeguarding that operations run smoothly.
  4. Improved Communication and Coordination – standardizing processes and providing clear protocols, MOS enhances communication and coordination among different departments and teams, leading to more cohesive and efficient operations.
  5. Data-Driven Decision Making – providing and analyzing comprehensive data on various aspects of the operations to identify trends, inefficiencies, and opportunities for improvement and leading to more informed decision-making.
  6. Cost Control and Efficiency – optimizing resource use and reducing waste, while aiding in cost control and improving operational efficiency.

Supporting mining and metal companies to stay competitive and adapt to changing market conditions, MOS fosters a culture of continuous improvement by regularly reviewing processes, identifying areas for improvement, and implementing changes.

MOS in mining and metal operations are significantly enhanced by today’s technological advancements. By leveraging these advancements, MOS becomes more robust, responsive, and efficient. This not only enhances operational performance but also ensures better safety, sustainability, and profitability.

USC partners with your organization and coaches your people to significantly impact performance outcomes and accelerate Operational Excellence

USC brings a tailored, structured, and disciplined methodology, along with a range of tools and techniques we apply collaboratively with client’s personnel. Whatever your challenge, we are the people who work with our clients to find full potential and unlock the hidden value.

USC identifies waste, redundancies, and ineffective processes, and then rapidly recover the prioritized opportunities, and convert them to improvements in performance and operating profit. Our consultants achieve this by improving the skills sets of all levels of the client’s management and employees.

Our people embed with client internal teams to develop, enhance, prototype, validate and implement management operating system (MOS) element improvements to drive, sustain and perpetuate change in how the business budgets, plans, schedules, assigns work, executes, follow-up, reports, analyzes and improves. In short, USC implements measurable, sustainable changes that drive operational and financial improvements.

Our Management Operating System (MOS) Essentials Framework is designed to be pragmatic rather than conceptual – thereby leading to accurate, practical decisions about your operations and outcome aspirations. The key, that many miss, is the linkage process execution with management behaviors. MOS is about “managing differently” using visibly deployed management and supervisory behaviors. Consistent execution of the right behaviors at the right time creates certainty in the workplace, driving performance improvement and sustainable new ways of working.

MOS Process and Behaviors

Client performance goals and outcomes are realized through:

USC Helps You Tackle Key Challenges

Do you want to understand how a MOS can integrate you mine and operational planning, while helping you to safely increase performance site wide?

Want to find out more about how USC can help you uncover the hidden value loitering in your operations?

For more information, let’s talk it through with a no obligation meeting with one of our executive team members. Email info@usccg.com to arrange a call.

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The energy and utilities industry is in the midst of change.

Businesses are facing pressure from the government and consumers alike for more renewable energy while also balancing that with grid reliability and traditional energy sources. Meanwhile, electricity demands are expected to skyrocket. Other wild cards are supply chain disruption, labor shortages and more.

But within those challenges, we always see opportunities. Let’s take a closer look into the outlook for energy.

Continued focus on renewables. The demand for clean energy will continue to rise. Governmental regulations are mandating the focus on clean energy and decarbonization, including enacting green-friendly legislation and incentives for companies to transition to cleaner sources like solar and wind. The industry made great strides in solar power and the energy storage it necessitates in 2023, but more is needed and the focus will continue in 2024 and beyond. Consumers are demanding it as well, with climate change among people’s top concerns. All of it has led many companies to push the timeline to cut carbon emissions by 80% from 2050 up to 2030.

Energy storage. The push for solar requires an enormous amount of battery storage capacity to, in very simple terms, store all of that energy for times when the sun’s not shining. It means innovation in battery technology, and 2023 saw much of that, with storage capability doubling in 2023 and set to nearly double again in 2024.

Electricity surge. According to industry sources, the demand for electricity is expected to triple by 2050. It means planning now for this increased load on what is likely aging infrastructure, resulting in costs to shore up that infrastructure to ensure grid reliability. It’s also necessary to consider expanding the grid to meet that demand.

Aging grids + extreme climate.  We all saw the worst-case scenario play out in Texas when their grid failed when the state experienced a rare deep freeze. But weather extremes are becoming the norm, with heat, wildfires and drought on the one hand, floods and record snowfall on the other. The industry is modernizing the grid, and made progress in that area in 2023, but reliability is still a large concern.

Supply chain uncertainty. The recent geopolitical unrest in Ukraine and the Middle East has underscored the need to reshore this nation’s oil supply.

Labor shortages. Like many industries today, energy is battling a labor shortage and facing the double whammy of their most experienced workers retiring and taking institutional knowledge with them, and having too few younger people in the pipeline to pick up where they left off.

It’s a full plate for the energy sector in the coming years, that’s clear. But within these challenges, we see opportunities to bolster processes, making operations more efficient and guard against supply chain snafus. Reducing operating costs, improving productivity and increasing efficiency will help the industry navigate these challenging times.

This is where USC can help

Management Operating Systems. A solid Management Operating System is a must for efficiency, time savings, employee productivity and so much more. For a real-world example on how USC helped an energy producer save time and money by implementing an MOS, read “Energy Producer Generates Savings with Smarter Labor Practices.”

Reskilling employees. All of this innovation and growth in renewables, not to mention AI entering the mix, requires more workers with new skills. This can be very good news for your current employees, who can move up the food chain with new training, and the ability to attract highly qualified workers.

Resource planning. If you know anything about our company, you know we are great proponents of SIOP – Supply, Inventory and Operations Planning. It gives companies a roadmap to the future, so they’re not reacting to events, they’re anticipating them. With the exponential growth of the energy and utilities sector in the coming years, solid planning for the resources needed for that growth, like increased storage capacity and grid strength, is a must.

Bottom line, delivering reliable, affordable and sustainable energy is the goal for the energy and utility industry. It takes efficient operations, a handle on resources, and a clear eye toward the future. Contact us today to find out more about how USC Consulting Group can help.

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Have you heard of a High Reliability Organization? The concept has been out there for several decades but it’s taking center stage again now. Let’s delve into what a High Reliability Organization is, why this concept is coming to the forefront again, and whether you should explore implementing the principles in your own organization.

Simply put, a High Reliability Organization (HRO) is a company that has a solid operating system of execution in place that emphasizes safety and strives to minimize risk across the business.

We’re talking about complex or hazardous industries like nuclear power, the Navy and other branches of the military, air traffic controllers and the mining industry.

The idea behind HRO is a basic one. Expect the unexpected. An HRO creates a number of operational systems and ways of working that promote consistency and keep the focus on achieving company goals while avoiding major errors. These systems not only make the HRO more nimble, responsive and functional than a non-HRO competitor, but they also deliver more efficiency and most importantly, safety.

Why being an HRO is vital today

The concept of HROs has long been a method of ensuring safety in hazardous industries, but it’s becoming more relevant today in mining and other industries because of a perfect storm of circumstances. The marketplace is changing dynamically. Shifting sands don’t exactly make for solid foundations. A few things happening now:

Natural disasters. We seem to be in a period of increased earthquakes, “storms of the century,” droughts, volcanic eruptions and more. It makes facilities vulnerable to disruption.

Cyber attacks. Another vulnerability. As the industry gets more dependent on technology, the vulnerability to hacking of control systems ratchets up.

Boomer retirements. The impact of this can’t be overstated. Baby Boomers make up nearly a third of the entire U.S. workforce. The U.S. Census Bureau projects that 4.4 million people will turn 65 (retirement age) every year from now through 2027. During the period from 2022 to 2030, 75 million Americans are expected to retire. Called the Silver Tsunami or the Great Retirement, it is the largest surge of retirement age Americans in history.

Loss of institutional knowledge. Those retiring Boomers represent your most experienced, knowledgeable workers. These are the people who have gotten the job done, and done safely, for decades. All of that know-how will walk out the door with them.

Lack of skilled workers. It’s a real problem for many industries, including mining. Talent acquisition and training is on the top of the list of concerns for mining CEOs, because when those Boomers retire, the mining industry needs skilled, experienced people to keep the operation moving.

Doing more with less. In this economy, it is incumbent on companies to do more with less, cut costs, trim staff and extend the lifecycle of equipment while also investing in AI.

All of these things are coalescing into a situation in which the mining industry is experiencing a great potential for increased risk. It’s easy to see why. Experienced people retiring en masse, less experienced people taking up the mantle but not having that deep institutional knowledge you just can’t get in a training course, and the need for constant cost cutting – it all adds up to risk.

And when you’re talking about operations in a mine, risk doesn’t just mean business disruption. It means people’s lives.

HRO core principles

It’s about more than just focusing more on safety. The core principles of HROs, specifically in the mining industry, include:

Preoccupation with failure. It’s vital to anticipate the potential for failure and put measures in place to stop a problem before it starts. Emergency response training, regular equipment inspections and maintenance, failsafe protocols. The goal here is to be ready to spring into action, to have that training kick in, when a potentially disastrous situation arises.

Sensitivity to operations. Everyone’s eyes need to be open, all the time. Much like the “see something, say something” campaign at airports, it means developing a culture of awareness among workers on the front lines and in the front office. Identifying processes and  ways of working that can be optimized; or potential issues or risks that could lead to disruption in the future.

Resilience. The ability to roll with the punches. Redundancies need to be built in. Clear protocols for disruptions or sudden change responses need to be automatic.

Shared understandings. Everyone in the organization needs a shared understanding of HRO principles, the role they themselves play, and are operating with the same road map.

Respect hard-earned expertise. Those Boomers who are retiring? They know how to get the job done. They’re carrying your organization’s institutional knowledge – the part of the job that can’t be taught in a training class. This knowledge needs to be respected, especially when decisions get made.

High Reliability Organization core principles in Mining

Why being an HRO matters

Why should mines focus on high reliability? Here are a few of the benefits.

Safety. Since the first canary went down a coal mine, this industry has been implementing safety protocols. It can be dangerous for people working in a mine, period. Anticipating risks and putting safety protocols in place will save lives and reduce accidents and injuries.

Efficiency. The focus on asset management minimizes unscheduled downtime and process disruptions, while getting everyone on the same page streamlines operations. It all works together to increase efficiency.

Equipment lifespan. One of the challenges today is doing more with less, and that means keeping aging equipment on the job. The regular maintenance and inspection of equipment adds to its lifespan.

Hiring and retention. That lack of skilled workers? It’s causing stiff competition for the skilled workers who are out there. Being a High Reliability Organization shows new recruits that you’re committed to safety, value their contributions and knowledge. In short, it’s a powerful recruiting tool.

How USC can help: Anticipate the Unexpected

One of the most vital components of transforming into an HRO is the integration of a solid Management Operating System that breaks down siloes between areas of the organization like engineering, maintenance, procurement and operations.

The end goal: Constantly anticipating the unexpected and executing in a consistent manner.

When USC begins the process, we start with an assessment of current operations. Then we do a deep dive. Some, but by no means all, of the areas we focus on:

Identify operational disconnects. Is everyone on the same page to execute the plan? Are priorities between departments aligned? Has production prepared access to equipment to be maintained? Are shift managers setting work expectations in the same way? How are variances to the plan addressed?

Close the gaps. This is about breaking down silos and getting everyone looking in the same direction, working in the same way, and managing departmental operations with a common vision.

Build in buy in. Like many projects that require change at all levels of the organization, this requires buy in from the corner office to the depths of the mine. In many instances, this requires a culture change, with people being used to doing the job one way now asked to shift their operations.

Make it transparent. Change can’t be foisted on people in a vacuum. The new initiative on transforming into an HRO should be a full team effort, with full transparency from the top.

Implement measures and metrics. It’s also important to implement accurate measurements and targets. Still, one assessment rises above all others: addressing overall organizational health. Organizational health is the softer side of the business that is frequently dismissed because it is often viewed as both difficult to revamp and even more difficult to measure.

HRO Checklist

Do you need to focus on High Reliability Organization? Here’s a quick checklist to help you decide.

Transforming into a High Reliability Organization doesn’t happen overnight, and many challenges exist in the process. It requires a cultural shift, training for both workers and management, investing in protocols, and commitment from the top.

But, in today’s volatile world, it’s a solid framework the mining industry can use to ramp up safety, increase efficiency, minimize risks and anticipate the unexpected. For help setting up your HRO, contact USC Consulting Group today.

 

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All roads are leading most industries to adopt increasingly more sustainable practices. The pressure for manufacturers to go green is growing in the face of climate change, supply chain challenges and especially consumer preferences.

A report from the Roundup, “Environmentally Conscious Consumer Statistics,” paints a pretty clear picture.

Consumers are opting for products that are sustainable, but that’s not the only headline for manufacturers. Because, it’s not just products. It’s the companies, too. Some 29% of consumers said they are “often or always” influenced by a company’s commitment to adopting more sustainable practices.

Sustainability challenges: It’s not easy being green

Many in the manufacturing industry are undoubtedly feeling some kinship to Kermit the Frog these days. Despite the pressure to adopt more sustainable practices, as the Muppet so famously lamented: “It’s not easy being green.”

It’s all well and good to work toward shoring up the environment (and we need to) but it’s a challenging lift for manufacturers. Some obstacles include:

High upfront costs. New technologies, processes and materials come at a price. It’s especially tough for manufacturers in industries like food and beverage, which has razor-thin margins.

Long wait for return-on-investment. ROI from major expenses can take years to come to fruition.

Supply chain challenges. Even if your company has shifted to more sustainable practices, what about your suppliers?

Skilled labor shortage. It’s difficult enough to find warm bodies to work on the line. But new technologies come with new skills requirements.

Opportunities are emerging

At USC Consulting Group, we help companies look for the opportunities within challenging situations. We always find the silver linings. Here are a few:

Cost reduction. Yes, there are upfront costs. But sustainable practices can lead to reduced energy and water consumption, the possibility of lower regulatory compliance costs, and lower materials costs by using recycled materials.

New partners, suppliers and revenue streams. The sustainable marketplace is an ecosystem all its own. It’s possible to find new partners, customers and even suppliers.

Attract and retain top talent. Yes, there is a labor shortage. But the companies with strong sustainable practices are attracting the best people out there. Companies that care for the environment also find their employees are more engaged and involved.

Governmental tax breaks. The government is committed to rewarding companies for adopting more sustainable practices with tax breaks and other financial incentives.

Strategies for manufacturers

One of the best ways to adopt more sustainable practices is to first look in the mirror. It’s not necessarily about investing in new technologies and turning the world upside down. First, look at your processes and operating systems. You’ll likely find efficiencies you didn’t even know were there. Places to start:

Minimizing waste. Lean Six Sigma methodologies can find hidden wastes and lead to more efficient operations. Not only will it save you considerable money, but minimizing waste is a key principle in sustainability. That’s a win-win.

Operations improvements. How efficient are your operations? A solid management operations system, which is a structured approach to your operations, creates much greater efficiency. The best MOS focus on processes, systems, roles and structures to map out how the job gets done, and by whom. Learn more about it in our short video, Stop the Firefighting Mentality to Improve Your Bottom Line.

Sales, inventory and operations planning. You’ve heard of S&OP. We added the “I.” We find inventory to be a key piece of the operations puzzle. When doing sales forecasting and planning for demand and supply, adding inventory elevates the process a notch. It makes inventory a strategic tool. Learn more about it in our free eBook, “Sales, Inventory and Operations Planning: It’s About Time.”

Training. About that skilled labor shortage. A way to combat that is by training and upskilling your people. And solid training for not just employees on the line but managers, too, will get everyone on the same page, creating greater efficiency organization-wide.

By moving toward more sustainable practices, manufacturers can ultimately reduce costs, find greater efficiencies, attract both consumers and employees and help the planet in the process. But it’s not easy. At USC Consulting Group, we’re the experts on helping companies become more efficient, effective and profitable. With more than 55 years behind us, we’ve seen trends come and go. The key is turning challenges into opportunities. Get in touch to find out more.

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With Halloween just around the corner, we started thinking about nightmares that can occur to manufacturers. Is something bedeviling your productivity leading to more tricks than treats? Is there a ghost in the machine? Here are some of the most common “monsters” that haunt manufacturing managers, and ways to banish them from your operation for good.

Things that go bump in the night (or day). Every manufacturing plant on the planet has experienced an “unexpected shutdown” that seemingly comes out of nowhere. Something broke, wore out, went awry or otherwise seized up, causing production to grind to a halt. These unexpected dark periods, whether they last an hour, a day or longer until the problem is resolved, are extremely costly in lost productivity and revenue, delays in shipments and deliveries, and more.

Banish it! Regular shutdowns for maintenance need to be an essential part of your yearly calendar. Yes, these planned maintenance periods still mean downtime, but the point is, you build them into your schedule and plan accordingly for shift scheduling, delivery and other variables.

Zombies on the line. Unmotivated teams can bedevil companies in any industry. From the Great Resignation to Quiet Quitting, employee morale has taken a tumble since the pandemic. People are just going through the motions out there. Couple that with some spooky stats: According to a Gallup survey, only 36% of U.S. employees are engaged at work and 74% say they are actively looking for new jobs. Low morale costs companies in just about every way possible — increased absenteeism, dips in quality and efficiency, and rock-bottom motivation levels among them.

Banish it! There are many spells you can cast to break that zombie curse. Invest in training and development for your employees. Hold listening sessions to get ideas for improvements on the job. Walk the floor and talk to your people regularly, something management just doesn’t do enough. Build a promotion pipeline from your front lines. All of these will help increase employee engagement and get their heads back in the game.

Process poltergeists. Are you constantly putting out fires that seem to combust without warning? Human errors, unforeseen backups, supply chain bottlenecks, inventory imbalances (too much or too little), glitches on the line. It can feel like you have a firefighting mentality, and it’s counterproductive to, well, productivity. When you’re in a constant state of troubleshooting, you’re not efficient at doing the job today or laying the groundwork for tomorrow.

Banish it! A solid Management Operating System, which is a structured approach to your operations, will help stop trouble before it starts. This allows you to make adjustments and otherwise pivot so your operations aren’t adversely impacted. The best management operating systems focus on processes, systems, roles and structures to map out how the job gets done, and by whom. To learn about MOS in more detail, watch our short (and dare we say fun) video, Stop the Firefighting Mentality.

“20% of each dollar is wasted in manufacturing due to inefficient processes each year”

Wasting disease. Waste can hide on your shop floor like a monster under the bed. It hides where you least expect it, like time, energy, employee talent, productivity and more. Here’s a figure that will keep you up at night: 20% of each dollar is wasted in manufacturing due to inefficient processes each year, adding up to $8 trillion globally.

Banish it! Waste is such an enormous problem in manufacturing, Toyota (or Henry Ford, depending on who you ask) created a process methodology about it. Lean is all about identifying and eliminating waste in manufacturing operations. The classic Seven Deadly Wastes (we think it’s eight, but let’s not split hairs) include overproduction, waiting, transporting, processing, inventory, motion and defects. (People is our eighth.) Lean is the process to minimize or eliminate those, boosting your bottom line. Read more about it by downloading our eBook, “Lean Six Sigma: Do You Really Know These Methodologies?”

The invisible man (or woman). The loss of institutional knowledge happens when your best workers vanish (retire or quit) and take all their hard-earned, on-the-job know-how with them. It’s the tips, tricks and tactics that aren’t in the employee manual. The loss of this irreplaceable knowledge is a growing issue for manufacturing, because the workforce is aging, and there is a lack of skilled younger workers to take their place.

Banish it! Capture that knowledge before your seasoned pros retire or otherwise leave the workforce. Create mentorship programs pairing older workers with younger ones, ask those older employees to participate in roundtable sessions that can focus on “what’s not in the manual” knowledge, and solicit their advice on how to do the job better.

While this is a lighthearted look at manufacturing problems, these issues are no joke. They can seriously hamper your efficiency, productivity and ultimately, your bottom line. At USC Consulting Group, we’re the experts in helping companies reach operational excellence. If you’d like to learn more, please give us a call.

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Are you always putting out fires? Not in the literal sense, of course. We’re talking about operational problems that pop up at the most inconvenient times. Once you take care of one issue, two more seem to appear in its place. Issues such as:

If you’re busy troubleshooting today, it’s hard to focus on improving tomorrow. Opportunities for growth can be missed.

Get ahead of problems before they catch fire by watching this video:

At USC Consulting Group, we’ve been helping clients for over 50 years to implement strong Management Operating Systems that assist them with breaking that firefighter mentality.

The best management operating systems center around four main components:

  1. Processes
  2. Systems
  3. Roles
  4. Structures

A well-designed MOS will have your company operating like a well-oiled machine, making your bottom line stronger and your operations more efficient.

So put down the fire extinguisher and enhance your management operating system today by contacting USC Consulting Group.

Phone: +1-800-888-8872

Email: info@usccg.com

Learn more about the benefits of an effective MOS in our article How Can A Management Operating System Help Your Organization?

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Does it seem like you’re always putting out fires? Not in the literal sense, of course. We’re talking about operations problems and snafus that seem to pop up at the most inconvenient times. Machines break down. Workers call in sick. Human errors can result in costly fixes. Unforeseen backups or bottlenecks slowing things down. Too much inventory. Not enough inventory. Some days, it can seem like you’re in a constant state of troubleshooting. The problem with that is, it’s hard to move forward into tomorrow when you’re consumed with putting out the fires of today.

Sound familiar? You’re not alone. At USC Consulting Group, we hear it a lot from the clients we partner with to increase efficiency and streamline operations at their facilities. Over the years, we’ve learned that the best course of action to break the cycle of constantly putting out fires is to get ahead of those problems before they become “fires.” Easier said than done, right? Actually, no. The way to do it is to implement an effective Management Operating System (MOS).

MOS 101

What is a Management Operating System, or MOS? Without using industry jargon, a MOS is simply a structured approach to operations. It’s intentional, forward-looking and at times anticipatory, in that it can help spot trouble before it spots you.

A good MOS is a set of tools, processes and frameworks that guide the operations of your business, namely the way employees work. It fosters continuous improvement to address issues as they occur. Or, ideally, before they occur.

Because many of the “fires” you’re stamping out every day can range from production shortfalls to problems related to worker safety, companies that use production lines or have other types of hazardous workplace environments commonly employ management operating systems.

Your MOS should be able to spot inefficiencies in an operating system before they become major problems. This ensures that adjustments can be made so operations are not adversely affected. An MOS should also use real-time feedback so an organization can safely direct operations, funding and other resources to maximize return on investment.

The best management operating systems center around four main components:

In other words, it maps out how the job gets done, in what way and by whom.

Let’s look at that in a little more detail.

When designing processes, businesses must be sure that they’re safe, secure and clear for employees to understand and tools are used to support operations — and never in ways that are not dictated by the overall structure. This means users should not use tools in inappropriate ways, especially those that could simply automate their inefficient methods. One process change we always recommend is preventative maintenance. Taking a little downtime today to service your machines can save major work stoppages tomorrow.

An effective MOS uses well-designed systems that help employees and the company as a whole achieve goals, which means they should run smoothly and enhance and even boost established efficiency.

Roles within an MOS should adhere to clearly defined job descriptions that require certain skill sets, and when combined with a business’ processes and systems can best utilize talents. The skills gap has only complicated the matter, but that’s fodder for another blog.

The best-run management operating systems always establish a business-wide structure upon which the different roles within the company interact. This is usually done last because it ensures that the processes do not dictate the entire established structure and cause further issues.

Read more about it in our blog, “How Can a Management Operating System Help Your Organization?”

Benefits of using a good MOS

Putting a carefully planned management operating system in place, one that is unique to your organization and its challenges and strengths, can result in a boatload of positive benefits. According to CEO Magazine, an MOS allows for an organization to “better control the flow of work and production, driving higher outcomes in customer service, quality and cost.”

At a minimum, these systems make use of tools that allow organizations to create plans for future work in certain operations, carry out that work, and then measure the work performance data to suggest future improvements that could be needed.

At maximum? Your company will perform with operational excellence, humming along at capacity, anticipating hiccups before they become problems, planning for growth or even downturns so you won’t be taken by surprise and generally making your life easier and your bottom line stronger.

Other ways an MOS can benefit you and your company:

A word about technology. Sure, you can automate your management operating system. Many companies do. But in our opinion, it can’t match good, old-fashioned brainpower, experience garnered through years on the line, common sense of longtime employees and forward-thinking ideas.

Ready to stop the firefighting mentality and talk about it? Give us a call or email us at info@usccg.com. We’ll listen first and then collaborate with you on a path toward operational excellence. It’s what we do.

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