February 20, 2024 Why Boots on the Ground Leadership is Essential

Factory leaders can recover 10-20% trapped productivity by simply walking the shop floor, observing and interacting with staff.

Manufacturing has become volatile with labor shortages and regular supply chain issues hindering productivity. While improving efficiency can minimize the impact of these roadblocks, many leaders struggle to nail down specific, effective action items. 

Too often leaders don’t (or won’t) go out into the plant and walk the shop floor, but a boots-on-the-ground approach to manufacturing leadership will reveal these setbacks – and is necessary to stay competitive.

Uncovering trapped productivity

Trapped productivity typically takes two forms. The first is event/circumstance-driven loss. These are the urgent, in-our-face issues that demand immediate response: machine breakdowns, part shortages, etc. They’re easy to see, and relatively easy to address.

Then there’s the hidden form: run-rate loss or leakage. These issues are much harder to detect, quantify and rectify. They’re the small things, like lack of a good standard of work, micro stops on equipment, work area layout or bad organization.

Most manufacturers accept these events as normal, but the cumulative effect is detrimental: eventually, it saps the life out of your performance. While companies turn to analytics and AI  to signal leaks, the  data can only go so far. It’s only possible to find out why a roadblock is occurring by investigating at the point of work.

I’ve seen this manifest firsthand. In one instance, a pet treat manufacturer was trying to troubleshoot variations in packaging—bags were underfilled or not filled at all. Once investigating the floor, we learned that only certain shaped treats would bounce off bags and onto the floor.  Even with the most elaborate analytics systems, leaders at all levels need to interact with supervisors and operators to get a better understanding of what’s really going on. Shop presence can help leaders:

• Build trust and rapport. Being visible shows you’re invested and understand daily challenges. Showing vulnerability also builds trust. In a previous role as a plant manager, I spent one day every month drilling rivet holes and installing parts for a full shift. After eight hours, my shoulders were killing me, but it gave me a strong appreciation for the work those individuals were doing, along with a chance to listen to their dialogue, pick up on the sentiment and build credibility.
• Uncover hidden innovation. There’s no better source of innovation than the people who are hands-on with the task every single day. Leadership should regularly observe and ask questions about the work being done, what’s working and what’s not, soliciting input and ideas for how to improve.

Here are five tips for an effective boots-on-the ground leadership strategy.

1. Create diverse teams. Too often when there are productivity deficits, management and engineering get together to brainstorm solutions. Problem-solving teams should be made up equally of people involved in the process, those who support the process, and those unfamiliar with the process. This provides a 360-degree view to bring forth multiple viewpoints.
2. Be spontaneous. Visiting the shop floor every Tuesday morning like clockwork sets you up for a show: supervisors will make sure the line is tidy, employees are on task, and everything appears copacetic. To see what’s really going on, show up unexpectedly on a random shift. Don’t get in the way or interrupt—just observe the rhythm and production cycle, then interact.
3. Follow up with front line leaders. It’s important to touch base with shift supervisors and area leaders after every visit. They’re the tip of the spear when it comes to driving manufacturing efficiency, so compare notes and share insights from a management or company-wide perspective when applicable.
4. Embrace shop banter. Especially if you don’t have a manufacturing background or are new to the facility, it can feel intimidating to show up and observe. Expect operators to bust your chops a bit with quips like, “Oh, we’ve got a suit on the floor today.” Be humble, approachable and explain that you’re there to learn from them—they’re the experts. With enough frequency, your visits will make you one of the team.  
5. Make it a priority. High-level leaders often claim they don’t have time for routine production line visits, but just like any good habit, you have to make time. Area managers and general supervisors should be boots on the ground most of their day, and plant management should visit at least one area every week. On-site executives should plan for it at least once a month, and certainly every time they visit a facility, a walk-through should be built into the schedule.

Being a boots-on-the-ground leader is essential for optimizing productivity, operational excellence and staff engagement. But leaders also shouldn’t overthink it. There’s no need for a script or formal agenda. Just show up and observe. I guarantee you’ll be surprised by the revelations that come to light.

About the Author:
Bill Remy is CEO of TBM Consulting Group, Inc. A senior executive with over 30 years of leadership experience in business management and manufacturing operations. His areas of expertise include operational performance improvement through LeanSigma deployment in manufacturing operations, supply chain, product development and project management. He has experience in broad phases of business leadership across various industries including aerospace and defense, railway, industrial and agricultural equipment, technology and process automation. 

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