On a recent roundtable discussion hosted by Made in Group, industry leaders gathered to explore how manufacturers can turn challenges into opportunities through creative problem-solving. The conversation, led by Emma Hockley, Managing Director of Big Bear Plastics, delved into how the manufacturing sector can embrace setbacks, build collaborative workforces, streamline operations, and develop resilience in today’s fast-paced and unpredictable environment.
Panelists Included:
Andy Cheadle, Heinrich Georg
Chris Cowling, Ineco
Emma Hockley, Big Bear Plastics
Jacob Orpe, Wrekin Sheet Metal
Jimmy Phillips, Powdertech
Lee Davies, Debar Ltd
Luke Appleby, Equibrium
Mark Niblett, MTM Products
Tim Peers, Lesters
Turning Setbacks into Opportunities
One of the primary themes of the discussion was how setbacks—often seen as roadblocks—can actually serve as powerful catalysts for growth and improvement. As Emma Hockley shared, manufacturing, by nature, can be full of unpredictable challenges. However, the consensus in the room was clear: the most significant setbacks often present the greatest opportunities for long-term transformation.
For instance, from here keynote, Emma shared a powerful example from her own experience, where a competitor's facility was destroyed by fire, leading to a sudden surge in business. While this created immense pressure, it also prompted a reassessment of the company's structure and operations. This forced shift allowed the company to bring in fresh perspectives and re-evaluate workflows. "If we could get over that hill, we would come out better as a result," she noted, emphasising the idea that overcoming these hurdles strengthens both the company and the team. Luke Appleby of Equilibrium Risk discussed that tipping point of when you realise change is needed and the fine balance required to enact it effectively. Jimmy Phillips, of Powdertech discussed the invisibility of chance which often creates opportunities being unpredictable and the need to be ready.
Building a Collaborative Workforce
Another crucial theme discussed was the importance of fostering trust and collaboration within teams. A number of members shared how essential it is to involve employees in the process of change, particularly when trying to implement new ideas or systems. As Mark Niblett at MTM Products observed, "people never like change, and they’re often frightened by it, its about winning hearts and minds." Creating an atmosphere of trust and open communication was seen as key to overcoming this resistance.
In particular, the idea of engaging employees early on was stated a number of times, with Emma noting, "you can't wait for everyone to be on board, because otherwise, you'll never do anything." Encouraging participation and offering incentives, such as rewards for the best ideas, was discussed as an effective strategy for driving engagement. The suggestion that rewards such as "the team gets a night out" for a job well done encapsulated the importance of rewarding creativity and team effort as a way to build ownership and motivation.
Streamlining Operations
Efficiency and waste reduction were also central to the conversation, particularly in light of the challenges posed by changes in workload and the market. Emma found adjustments to factory layouts, workflows, and staffing were necessary to streamline production. The decision to eliminate night shifts due to quality issues was one such example, as the team realised that working overnight produced faulty parts that had to be remade during the day.
Through these adjustments, Jacob Orpe of Wrekin Sheet Metal highlighted how important it is to critically examine operations, embrace flexibility, and make quick decisions when necessary. Streamlining operations is not just about cutting costs but about ensuring that every process is optimised for quality and efficiency, even when dealing with unforeseen challenges.
Developing Resilience
The discussion also focused on the need to develop resilience, both at the organisational and individual levels. Emma Hockley stressed that resilience isn’t just about bouncing back from setbacks but about learning from them and emerging stronger. Lee Davies, of Debar Ltd shared stories of developing resilience during tough periods, such as bringing in new team members with fresh perspectives to help tackle difficult situations.
In one example, a company overcame a period of uncertainty by embracing change and trying new approaches, even when those approaches were not guaranteed to succeed. As one Emma Hockley remarked, the importance of willingness to take risks and learn from mistakes was seen as an essential trait for the organisation looking to thrive in today’s challenging manufacturing environment.
Adapting to Changing Market Conditions
The group also touched on the need for adaptability in response to changing market conditions. As Tim Peers of Lesters noted, the pandemic had caused an initial surge in demand, followed by a rapid decline in order volumes as customers faced their own challenges. This shift required businesses to quickly pivot and become leaner, ensuring they could handle the unpredictable nature of demand.
Similarly, Andy Cheadle of Heinrich Georg UK disscused managing staffing and workflows in custom manufacturing businesses, where orders are highly unpredictable, was also discussed as a major hurdle. Mark Niblett, MTM Products shared how their company had to continuously adjust their staffing levels and workflows to match fluctuations in the order book, requiring them to develop an agile and responsive operation.
Conclusion: The Power of Change and Adaptation
Ultimately, the roundtable discussion underscored the importance of embracing change and the willingness to learn from setbacks in order to drive growth and innovation. While change is often met with resistance, the consensus among the group was clear: adapting to challenges and empowering teams to drive improvement is essential for the future success of any manufacturing company.
By fostering trust, embracing creative problem-solving, and streamlining operations, companies can not only survive difficult times but emerge stronger and more resilient. As the panelists agreed, “not doing anything sometimes is worse than doing the wrong thing” when it comes to making decisions and driving change. In today’s competitive landscape, being proactive and adaptable is crucial to long-term success.