USA Talent Solutions’ Post

Don’t let speed impact quality. Everyone wants to fill roles quickly. It’s important. But you don’t want to make the mistake of filling positions with people who can fog a mirror. Make sure to find the right person who will last. Our goal for Commercial/Manufacturing Roles: 90/10 90% production fill rates with less than 10% turnover. This approach ensures that our clients not only get the talent they need promptly but also retain them for the long haul.

Are you measuring what matters? How do you truly know if your processes or outcomes are good if you don't have metrics to back it up? Just because your metrics have been great for the last four quarters doesn't mean they'll continue that level of performance on auto-pilot. Various changes can impact performance; increased volume, increased staffing, change in staffing, change in supply chain. So much can impact your quality. Don't shift focus from monitoring quality processes and outcomes just because they're performing well - monitor and expand focus. Grow your quality focus while monitoring and maintaining existing quality processes/outcomes. Schedule regular reviews and apply failure mode and effects analysis to prevent issues. What if we were to double our volume? what if we hire 20 new associates? What if we have a staffing shortage? What if we add new equipment? How might any of these things impact quality? AND what can we do now to ensure that if those things happen we can maintain great performance?

🕒 **The On-Time Challenge: Balancing the Clock and Collaboration in Manufacturing** Delivering material on time is the cornerstone of my role, a commitment that fluctuates between straightforward and daunting. Each successful delivery is a testament to the orchestration of many hands and minds. **The Complexity**: On-time delivery isn't just about moving materials from point A to point B. It involves meticulous planning, coordination across various departments—from production to logistics—and, most crucially, the agility to adapt to unforeseen challenges. **The Team Effort**: Each delivery that meets its deadline is a victory not just for me but for the entire team. Whether it's navigating supplier delays, overcoming production hiccups, or ensuring logistics run smoothly, it's a collective effort. The days when things go as planned are a breeze, but it's the problematic days that truly test and eventually strengthen our processes and relationships. **Seeking Insights**: I'm always eager to learn from others in similar roles. How do you ensure timely delivery in your field? What strategies do you find most effective for coordinating across diverse teams to meet deadlines? **Reflection**: While the pressure to deliver on time can be intense, it also drives innovation and efficiency. It's a dynamic challenge that keeps me engaged and constantly learning. #SupplyChainManagement #Teamwork #OperationalExcellence #Manufacturing

👨🏼💻There are many reasons for a stop work: 1️⃣ supplier shortages, 2️⃣ non-conforming materials, 3️⃣ staffing shortages or a mass illness, 4️⃣ or a product line prioritization within the company, etc. But whatever the reason, a stop work will fully test the project manager in not only their knowledge and experience, but in their project leadership skills on how to communicate the problems to the team.

A few months ago, when I first met Harshul G. and Andreas Reinhart, they told me that the biggest problem in production was that they didn’t have the capacity to take more orders. One of their biggest customers told them that the orders would increase and that they needed to be prepared for this situation. Naturally, they were stressed. Their first thought? “We’ll need to hire more people, run extra shifts.” And I was like, "No no… That might not be necessary." 🙋♀️ Fast forward 8 months to last week… 🌟 We made a commitment to DOUBLE production for that same big customer, and guess what? 🎉 No extra shifts. No extra hiring. No major investment. 🎉 🎯 We managed to increase capacity by 60% without any of that. Now we've got two very happy bosses, a supercharged production line, and a ton of momentum going forward. 😊 ********* Here’s the thing—I’m passionate about helping more businesses do the same. So, in October, I’m opening up a slot to work with 1 company only that’s facing similar challenges. If you’re looking to boost your capacity without big investments, let’s chat. No pressure—just a conversation to see if it’s a good fit. Happy Friday, everyone! Enjoy your weekend! *****  If you want to create more capacity and increase production without making any investment, contact me. Visit my profile Tulay Yucebas #continuousimprovement #processoptimization #lean #capacity #optmyze

Struggling with non-performing suppliers? Here's the game plan: 1. Transparent Communication: Open dialogue is key. Understand their challenges and communicate your expectations clearly. 2. Incentivize Improvement: Offer incentives for better performance, whether it's financial rewards or long-term partnerships. 3. Collaborative Problem-Solving: Work together to identify issues and find solutions. Collaboration breeds commitment. 4. Regular Feedback: Provide constructive feedback regularly to keep them on track and motivated to improve. 5. Set Clear Goals: Establish measurable goals and milestones to track progress and keep everyone accountable. Remember, a motivated supplier is a valuable asset to your business. #SupplierPerformance #Motivation #Collaboration

Inconsistent supplier performance can derail your operations. Common issues? - Missed deadlines - Poor quality control - Lack of communication Strategies for improvement: 1. Establish clear performance metrics 2. Foster open communication channels 3. Implement a supplier scorecard system Real-world example: A tech startup I worked with struggled with delayed components. By introducing monthly performance reviews and direct feedback sessions, they saw a 30% improvement in delivery times within three months. What supplier performance challenges have you faced? Share your experiences below!

One of the biggest challenges I had working as an Escalation Specialist for two solar panel installation companies, was having to engage and remind company leadership, often executives, as to why they hired me, and what I was there to do and improve. In my experience, being hired to improve processes and enhance the customer experience is only successful when the front-line, customer-facing roles are not only able to express what needs to be improved, but that employee/those employees are heard successfully, information is absorbed by leadership, and that those changes are implemented with input and brought to completion with the individuals doing that front-line operational work. If those factors aren't incorporated, processes fail, customers suffer, and business is lost or put at risk of closing altogether.

⚠️ COOs and jobs in Operations: read this! ⚠️ Here are the 5 Focusing Steps 👇 1️⃣ Identify the bottlenecks in your operations Some resources have drawn the short straw, they limit the total output. You need to know where your bottlenecks are. To do so, find the longest queues of work. 2️⃣ Help the bottlenecks You don’t need to have a good OEEs everywhere, but improving the OEE of the bottleneck has a tremendous effect on the output of your operations. Involving people in continuous improvement of these steps is key. You need to get into the details of the progress of these bottlenecks at least once a week. Lean, imagination and cross-functional actions are a must. 3️⃣ Subordinate the other resources to the bottleneck Help the bottlenecks and avoid overproduction in upstream processes. Don’t initiate more work than the bottlenecks can process. You need to work with frontline managers and scheduling departments to implement this step. 4️⃣ Elevate the constraint Now that you have tried to do your best with existing means, invest. Recruit. Buy a new machine. 5️⃣ You have new bottlenecks? Go back to step 1 and find them. These are the 5 Focusing Steps of the Theory Of Constraints. If you want examples, stories and more content, register to our newsletter 👇 https://lnkd.in/e4D-ZC9d

More of this. “Embracing continuous improvement means that there are really two parts to every job. The first part is the obvious one: actually doing the work listed in the job description. The second part of the job is what separates fit companies from the pretenders: the responsibility to improve the way the work is done.”