Shop Floor Best Practices for Engineering Professionals

When you’ve spent years in manufacturing, you learn that the smallest changes can lead to the biggest gains. It’s not always about big transformations. Often, incremental improvements make the most impact. Here are the principles I learnt in my formative years of my career: No Data, No Decision In manufacturing, decisions must be data-driven. Always ask: • What does the data say? • Which metrics matter? • How will you track success? Every Problem Needs a Process Temporary fixes don’t last. Create sustainable processes: • Design a repeatable solution • Measure its success • Continuously improve Invest in People, Not Just Machines Machines are vital, but people drive innovation. • Prioritize team training • Encourage problem-solving • Promote constant learning Standardize, Then Optimize You can’t improve chaos. Standardize first, then optimize. • Set clear processes • Measure performance • Look for improvements once standardized Precision Over Speed Moving fast without precision leads to mistakes. • Focus on accuracy • Measure twice, cut once • Build repeatable processes Be Present on the Floor The best solutions come from the shop floor. • Be hands-on • Listen to your team • Observe before deciding Small Wins, Big Gains Big improvements come from small, consistent wins. • Focus on incremental changes • Optimize daily • Watch small gains add up Technology is a Tool, Not the Fix Tech enhances, but can’t fix broken systems. • Streamline processes first • Keep tools simple • Train your team Master the Basics Innovation is great, but fundamentals come first. • Ensure safety • Focus on consistent quality • Build efficiency Connect to Purpose Manufacturing is about more than production. • Align your team around a mission • Give ownership • Show impact These principles transformed how I approach manufacturing today. What’s guiding your operations? - Enjoy this? ♻️ Repost it to your network and follow Krish Sengottaiyan for more.

How many businesses that are trying to implement TPS Principles & Practices can define what the basic premise is behind adopting Leader Standard Work (LSW) and how best to implement it? From my 35+ years of expertise, less than 3%. It is precisely for this reason that I felt compelled to share more about the 1st of 6 Core Engagement Activities to sustaining Daily Shopfloor Management practices. LSW is a framework to establish a set of routines, processes, and tasks that guide managers and leaders towards consistent and efficient performance on a daily, weekly, and monthly basis. Designed specifically to incorporate structured actions, activities and tools into a leader’s daily practice of solving problems faster, collaborating smarter, and keeping everyone on the same page. How LSW is implemented, both in terms of design & utilization, is also very important. The basic and most impactful design is best started on a regular sheet of A4 paper as illustrated in the photo. Paper models should always be used first, before digitalization. Creating the right “mental model” for sustainability is imperative, regardless of their respective level within the organization. Focusing on creating value with their available time, eliminates variability, creates consistency in day-to-day operations and reduces work stress. - Team & Group Leaders (shopfloor) LSW is best when standardizing 80% to 90% of their tasks. This includes morning meetings, shift handovers, problem-solving moment's, meeting requests and daily “gemba walks”. In doing so, the leader has time to analyze work, understand situations and develop their team via OJT and coaching.  - Area & Managers (mid-level) LSW works well when standardizing 50% to 65% of their daily routine. Things like structured meetings, visualizing process outcomes & capabilities, handling problems / opportunities, viewing reporting mechanisms to ensure adherence of standards & procedures. - Executive & Directors (top-level) LSW focuses on standardizing only 10% to 30% of their daily business tasks. Insistence of clear goal-setting processes, visualizing the company’s strategic initiatives / projects to impact the business, monitoring key financial triggers, coaching other leaders and of course, site visits to learn and inspire. With more span of control and coverage, comes more need for structured flexibility. The critical part of LSW is that it requires two basic traits. - Focus – Your ability and knowledge around the value of your time and tasks needing to be accomplished allows oneself to focus on “what matters most”. This heightened awareness opens up your perception to aid in more learning, productivity, reasoning, problem solving and decision making.   - Discipline – The ability to control one’s actions and impulses and adhere to following the rules or standards set. This kind of self-discipline enables leaders to learn, grow and become more effective at achieving their goals.  #LSW #JLIT #Leadership

𝟐𝟎 𝐒𝐮𝐛𝐭𝐥𝐞 𝐑𝐮𝐥𝐞𝐬 𝐨𝐟 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠 𝐐𝐮𝐚𝐥𝐢𝐭𝐲 After spending almost 25+ years immersed in manufacturing processes and 15+ years dedicated to quality functions, here's what I've learned about the subtle art of manufacturing excellence: 1. 𝐐𝐮𝐚𝐥𝐢𝐭𝐲 𝐛𝐞𝐠𝐢𝐧𝐬 𝐰𝐢𝐭𝐡 𝐬𝐢𝐥𝐞𝐧𝐜𝐞 — Take time to observe your process without assumptions before making changes. 2. 𝐓𝐡𝐞 𝐛𝐞𝐬𝐭 𝐪𝐮𝐚𝐥𝐢𝐭𝐲 𝐜𝐨𝐧𝐭𝐫𝐨𝐥 𝐢𝐬 𝐢𝐧𝐯𝐢𝐬𝐢𝐛𝐥𝐞 — When done right, quality measures feel like natural parts of the workflow, not added burdens. 3. 𝐌𝐞𝐚𝐬𝐮𝐫𝐞 𝐰𝐡𝐚𝐭 𝐦𝐚𝐭𝐭𝐞𝐫𝐬, 𝐧𝐨𝐭 𝐰𝐡𝐚𝐭'𝐬 𝐞𝐚𝐬𝐲 — The most important metrics rarely align with what's simplest to track. 4. 𝐄𝐯𝐞𝐫𝐲 𝐝𝐞𝐟𝐞𝐜𝐭 𝐭𝐞𝐥𝐥𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲 — Listen closely to what failures are trying to teach you about your process. 5. 𝐓𝐡𝐞 𝐨𝐩𝐞𝐫𝐚𝐭𝐨𝐫 𝐰𝐡𝐨 𝐩𝐨𝐢𝐧𝐭𝐬 𝐨𝐮𝐭 𝐩𝐫𝐨𝐛𝐥𝐞𝐦𝐬 𝐢𝐬 𝐲𝐨𝐮𝐫 𝐦𝐨𝐬𝐭 𝐯𝐚𝐥𝐮𝐚𝐛𝐥𝐞 𝐚𝐬𝐬𝐞𝐭 — Reward those who speak uncomfortable truths. 6. 𝐐𝐮𝐚𝐥𝐢𝐭𝐲 𝐢𝐬𝐧'𝐭 𝐚 𝐝𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭, 𝐢𝐭'𝐬 𝐚 𝐦𝐢𝐧𝐝𝐬𝐞𝐭 — When everyone owns quality, inspection becomes confirmation, not discovery. 7. 𝐅𝐢𝐱 𝐭𝐡𝐞 𝐬𝐲𝐬𝐭𝐞𝐦, 𝐧𝐨𝐭 𝐭𝐡𝐞 𝐬𝐲𝐦𝐩𝐭𝐨𝐦 — Temporary solutions create permanent complications. 8. 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐜𝐞 𝐢𝐬 𝐛𝐮𝐢𝐥𝐭 𝐨𝐧 𝐚 𝐟𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 𝐜𝐨𝐧𝐬𝐢𝐬𝐭𝐞𝐧𝐜𝐲 — Before seeking perfection, establish reliability. 9. 𝐓𝐡𝐞 𝐦𝐚𝐜𝐡𝐢𝐧𝐞𝐬 𝐚𝐫𝐞 𝐡𝐨𝐧𝐞𝐬𝐭 — When equipment behaves unexpectedly, assume it's telling you something important. 10. 𝐂𝐥𝐞𝐚𝐧 𝐬𝐩𝐚𝐜𝐞𝐬 𝐜𝐫𝐞𝐚𝐭𝐞 𝐜𝐥𝐞𝐚𝐫 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 — Organization isn't about appearance; it's about creating mental space for quality decisions. 11. Speed and quality are partners, not competitors — The fastest way to make something is to make it correctly the first time. 12. Design for manufacturability, manufacture for durability — What's easy to build should also last. 13. Documentation is a love letter to your future self — Write it with care and clarity. 14. Trust but verify through data — Gut feelings matter, but numbers reveal reality. 15. Small improvements compound — A 1% daily improvement yields almost 38x better results in a year. 16. The most important quality tool is a curious mind — Questions improve processes more than answers. 17. What you tolerate becomes your standard — Every overlooked defect redefines "acceptable." 18. Connect people to purpose, not just process — When workers understand why, quality becomes personal. 19. The best solutions often come from the shop floor — Those closest to the work know what works. 20. Quality is remembered long after price is forgotten — The true cost of poor quality is measured in lost reputation, not just warranty claims. Let me know if you would like to add anything. If you like this, please repost. Follow me for more insights and join my network of like-minded professionals to connect, grow and learn more.

6 Core Tools = Strong Foundation of Quality If we want zero rejection and smooth production, we must follow these tools daily on shop floor. 1) APQP – Plan Before Work Starts Team meeting, method final, machine setup, operator training. Good start = Good production. 2) PPAP – Customer Approval Make sample → Check dimensions → Prepare documents → Send to customer → Take approval. This builds trust. 3) FMEA – Stop Problems Before They Happen Go step-by-step and ask, What mistake can happen here? Take action before issue reaches customer. 4) Control Plan – Same Checking Method for All Write what to check and how to check. Keep sheet near machine. No confusion. No shortcuts. 5) MSA – Reliable Checking If measurement is not correct, whole process looks wrong. Check variation. Calibrate tool. Train people. 6) SPC – Control Variation Record values regularly on chart. If value moves near limit, adjust early. This avoids rework and rejection. Quality is not at final inspection. Quality starts from planning and discipline in process. Save it. Read again. Use daily. This will help your shop floor run smoother. #production #quality #manufacturing #shopfloor #lean #continuousimprovement #6coretools #engineerkamentor

As we strive for operational excellence in manufacturing, integrating robotics and advanced technologies is crucial. However, successful implementation requires not only technological innovation but also effective change management. By combining these elements, we can significantly enhance shop floor productivity and decision-making. Key Strategies:    •   Real-Time Visibility: Implement IoT sensors and connected devices to monitor machine performance and inventory levels, enabling proactive decision-making.    •   Collaborative Robots (Cobots): Deploy cobots to handle repetitive tasks, improving worker safety and quality outputs.    •   AI and Predictive Maintenance: Leverage AI for predictive analytics and maintenance, reducing downtime and optimizing workflows. Change Management Essentials:    •   Communication: Engage all stakeholders through transparent communication about the benefits and impacts of technological changes.    •   Training and Development: Provide comprehensive training to ensure employees are equipped to work effectively with new technologies.    •   Cultural Alignment: Foster a culture that embraces innovation and continuous improvement. Let’s drive operational excellence together by embracing innovation, collaboration, and strategic change management on the shop floor! Share your experiences and insights in the comments below. #OperationalExcellence #Robotics #ChangeManagement #ManufacturingInnovation

Everything should be considered data by an Industrial Engineer. It goes beyond traditional methods and time studies. To derive truly effective solutions, every aspect under the factory roof should be considered a valuable data point. 🗣 Voices of the People: Engage with everyone, from management to shopfloor workers. Their experiences, feedback, constraints, likes, and dislikes are invaluable. Document these insights, as a general practice and you'll have a solid foundation for any solution. 💡 Factory Environment: Conduct thorough audits of temperature, lighting, noise, and air circulation in different areas throughout the year. This sensitivity to environmental changes allows for better efficiency and a more considerate approach to demanding higher effort. 📈 Company Performance: Align your analysis with the overall financial health of the factory. Monitor trends in investment, identify cost increases, and tailor your solutions accordingly. 🎛 Equipment Condition: Collaborate with maintenance teams to maintain a log of equipment, piping, and instruments. Consider age, performance, and maintenance history to inform investment decisions for changes in the factory. 🎯 Management Vision & Targets: Understand the vision and targets set by the management for the upcoming quarters or years. Direct your efforts in line with these goals to contribute effectively to the overall vision. 🚛 Vendor Data: Compile a list of vendors and their performance history. Work closely with the supply chain team to comprehend constraints, identify good and bad performers, and distinguish between collaborative and closed-view vendors. This knowledge provides flexibility and readiness for projects involving materials from different vendors. Once armed with this foundational knowledge, conduct method studies and work measurements to scientifically derive projects, data, analysis, and solutions. This approach not only builds a robust base but also allows young Industrial Engineers to gain experience swiftly in a new factory, securing quicker buy-ins, favorable decisions, and minimizing investment losses. Comment below on what else you think can be captured and maintained as a fundamental database. #anddiligence #IndustrialEngineering #DataDrivenDecisions #EfficiencyOptimization PS: While there are specific techniques, programs, and projects for officially capturing this data, keeping it informal can go the extra mile in getting people to open up about the factory, giving you an edge in your solution. Connect with us at &diligence

When was the last time you actually walked where the work happens? Before you can eliminate waste, you have to see it in context -- not from behind a desk, but in the real world of work. That's the purpose of a Gemba Walk. Gemba, in continuous improvement, is where the work is done, such as the shop floor, the clinic, the office, or the server room. A Gemba Walk is not an inspection, it's a discovery. It's a learning journey to observe, ask questions, and understand the process as it really happens. Observe When's the last time you looked at this? Manufacturing: - How materials, tools, and people flow through production. - Visual cues: labels, layout, cleanliness, and organization. - Signs of waiting, rework, or motion that add no value. Healthcare: - Patient flow, handoffs, and communication between roles. - How supplies and equipment are accessed. - Interruptions or delays that affect patient care. Administrative / Office: - Task handoffs and approval queues. - How information moves between people and systems. - Duplicate effort, unclear ownership, or waiting for decisions. Action How to conduct a Gemba Walk: 1. Plan Your Focus. Choose a process, product line, or problem area. Clarify what you're trying to understand ... not fix. 2. Go to the Gemba. First, walk the process from finish to start. Then, walk the process from start to finish. Observe without interrupting. Look for flow, friction, and frustration. Become the item that flows through the process (the part, patient, or document). 3. Ask Questions, Don't Judge. - "Can you show me how this works?" - "What happens next?" - "What makes this step difficult?" Listen with curiosity, not criticism. 4. Engage Employees. I always say, "The people doing the work are the experts. Listen to them." Encourage their observations and improvement ideas -- they have them. 5. Document What You See. Take notes, photos, videos, and process sketches. Capture where and how value is created, and where the waste hides. 6. Reflect and Follow Up. Summarize your findings, share them with the team, and identify next steps. A Gemba Walk without follow-up is just a stroll. Improvement doesn't start in a conference room. It starts by going, seeing, asking, and learning. Every Gemba Walk builds understanding, trust, and momentum for change. Want to become an expert employee? Get certified with Gemba Academy: https://lnkd.in/grUTQyqw. ….. Follow me if you enjoy discussing business and success daily. Click on the double notification bell 🔔 to be informed when I post. #betheeagle

Explaining 5S is easy if you’ve ever had someone unknowingly park their bike in your spot. They didn’t mean any harm. They just didn’t see a line, didn’t see a label, and had no clue it was yours. That’s exactly how most breakdowns happen on the production floor. No system. No standard. No discipline. Here’s how 5S applies: Sort: Remove anything that doesn’t belong. If there are abandoned bikes or random racks nearby, people will assume it’s okay to park wherever. On the production floor, that’s excess tools, unused materials, and obsolete equipment. Get rid of the noise. Set in Order: Designate the exact location where bikes should go and where they shouldn't. Use floor tape, signs, and spacing so there’s no ambiguity. ➡ On the floor, this means clear layouts for tools, staging zones, finished goods, and walkways. No gray areas. Shine: Keep the area clean. A dirty space hides problems. If no one can tell where the lines are, no one can follow them. ➡ Same goes for the shop floor. If your visual controls are buried in dust or clutter, they’re useless. Standardize: Apply the same rules everywhere. Don’t make people guess what the rules are for each space. ➡ Standardize signs, symbols, and color codes across all work areas. Make the expectations obvious and consistent. Sustain: Enforce it. Every day. If someone parks outside the line, it gets corrected immediately. No looking the other way. ➡ On the production floor, that means daily audits, peer accountability, and leadership that doesn’t walk past problems. If someone keeps violating a boundary, it’s not always a people problem. It’s a system problem. 5S is about making it easy to do the right thing and hard to do the wrong one. If your team isn’t following standards, ask yourself: are the standards visible, understood, and enforced? If not, you don’t have a behavior problem. You have a 5S problem. — I’ve spent 20+ years in manufacturing, helping companies boost efficiency & revenue in as little as 3 months — all while working less. I packed it all in the Lean Journey Navigator - an at-your-pace program to increase profit while reclaiming your time back. Get it here —> https://lnkd.in/gXeNShCP #LeanManufacturing #Efficiency #ContinuousImprovement #WasteReduction #ManufacturingExcellence #OperationalExcellence #WorkSmarterNotHarder #ManufacturingInnovation #BusinessGrowth #Profitability #ProcessImprovement #5S #Kaizen #FactoryFloorWins