Principles for Leading High-Tech Manufacturing Projects

Smart manufacturing isn’t just about doing things better; it’s about redefining what ‘better’ means in a digital, sustainable world. What began with Industry 4.0’s ambitious vision—cyber-physical systems, IoT, and connected factories—has evolved into something more grounded, accessible, and human-centric. While Industry 4.0 focused on possibilities, today’s frameworks, like CESMII’s First Principles of Smart Manufacturing, focus on practicality. These principles offer a roadmap to make smart manufacturing achievable for everyone: 1. 𝐅𝐥𝐚𝐭 𝐚𝐧𝐝 𝐑𝐞𝐚𝐥-𝐓𝐢𝐦𝐞: Seamless information flow enables fast, decentralized decisions with real-time visibility. 2. 𝐑𝐞𝐬𝐢𝐥𝐢𝐞𝐧𝐭 & 𝐎𝐫𝐜𝐡𝐞𝐬𝐭𝐫𝐚𝐭𝐞𝐝: Connected ecosystems collaborate to deliver products efficiently and on time. 3. 𝐒𝐜𝐚𝐥𝐚𝐛𝐥𝐞: Systems adapt easily to changing demands, enabling broad adoption across the value chain. 4. 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐥𝐞 & 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐭: Optimizes energy use and supports reuse, remanufacturing, and recycling processes. 5. 𝐒𝐞𝐜𝐮𝐫𝐞: Ensures secure connectivity, protecting data, IP, and systems from cyber threats. 6. 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 & 𝐒𝐞𝐦𝐢-𝐀𝐮𝐭𝐨𝐧𝐨𝐦𝐨𝐮𝐬: Moves from static reporting to proactive, real-time, semi-autonomous decisions. 7. 𝐈𝐧𝐭𝐞𝐫𝐨𝐩𝐞𝐫𝐚𝐛𝐥𝐞 & 𝐎𝐩𝐞𝐧: Empowers seamless communication across systems, devices, and partners. The shift reflects a decade of lessons learned: manufacturers need solutions that are scalable, resilient to disruptions, and environmentally responsible. CESMII doesn’t just ask, “What if?” It answers with, “Here’s how,” bridging the gap between visionary ideas and real-world implementation. 𝐋𝐞𝐚𝐫𝐧 𝐦𝐨𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 𝐭𝐡𝐞 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞𝐬 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲 𝟒.𝟎 𝐯𝐬 𝐒𝐦𝐚𝐫𝐭 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠, 𝐢𝐧𝐜𝐥𝐮𝐝𝐢𝐧𝐠 𝐚 𝐜𝐨𝐦𝐩𝐚𝐫𝐢𝐬𝐨𝐧 𝐢𝐧 𝐩𝐫𝐢𝐧𝐜𝐢𝐩𝐥𝐞𝐬: https://lnkd.in/e2BRT5kX ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

I've managed $500M+ in projects over the years. The successful ones were all built around the same 10 principles: Give me 3 min, and I'll show you how you can lead your next project with confidence. 1️⃣ Start with Why Most project managers think they’re paid to produce deliverables. That’s bogus. Every project exists to create value. What’s the driving reason behind yours? Dig deeper than the first answer. Your project's purpose becomes a compass for decisions—and a powerful narrative to align and motivate your team. 2️⃣ Define “Conditions of Satisfaction” If your client, architect, and field team aren’t aligned on the definition of done, you’ll never truly finish. Before diving into details, clarify what you’re building and how success will be measured. Get expectations on paper. Show sketches. Build mockups. Whatever it takes. Your goal: never have the “Wait—I thought we were doing XYZ” conversation. 3️⃣ Know the Constraints Every project is defined by five levers: • Time • Scope • Budget • Quality • Value Only one (maybe two) truly matter to the client. Know what you’re optimizing for so you can make smart tradeoffs. 4️⃣ Get the Right People Your project will never be better than the people on it. You don’t need warm bodies. You need the right people in the right roles. Build your team around functions, not names. Set expectations early. Give feedback often. 5️⃣ Big Goals, Small Steps Break your project into major deliverables—then smaller chunks. Boulders -> Rocks -> Pebbles -> Sand Use tools like product breakdowns, sketches, and process flows. 6️⃣ Build a Real Timeline Every construction job has key milestones. Use pull planning, Takt, & LPS to lay out each step with realistic durations. Validate your plan with your team. Then—and only then—negotiate. 7️⃣ Risk Management Something WILL go wrong. Build a Risk Register early. Review it weekly. Rank risks by impact × likelihood. Use the TAME framework: - Transfer - Accept - Mitigate - Eliminate Antifragile projects absorb shocks. Fragile ones shatter. 8️⃣ Dealing With Change A single change won't hurt you. 100 will. Standardize how changes are submitted, evaluated, approved, and communicated. Track every change in a central log and communicate it widely. 9️⃣ Tools & Processes Your tools exist to do 3 things: - Communicate - Coordinate - Document Don’t chase shiny features. Choose tools your team will actually use. Then build repeatable processes around approvals, onboarding, access, etc. 🔟 Stakeholder Communication Most projects fall apart because of miscommunication. Map your key stakeholders. Spend 80% of your time on the 20% who can make or break your job. Tailor how and when you communicate to meet their needs. - - - - - 📌 P.S. Interested in project leadership? Join 7,500+ construction pros who read The Influential Project Manager—a free weekly newsletter with 1 idea to lead people and predict outcomes. Every Tuesday.

One of the biggest lessons I’ve learned in manufacturing is that solving technical problems is only half the battle, managing people is just as critical. During a capacity increase project at Tesla, I led the installation of new equipment. Everything was on track....until it wasn’t. The controls engineers responsible for integrating the system hit a major roadblock: One was focused on conveyance controls. The other was working on the machine we were installing. Neither could agree on how to align their work, and progress came to a halt. As the PM, I knew this wasn’t a problem that could be fixed with technical knowhow. It required something else: people skills. Here’s What I Did: 🔍 Identified the Root Cause: I sat down with each engineer separately to understand their frustrations and concerns. 🤝 Facilitated Honest Communication: In a collaborative meeting, I encouraged both engineers to share their perspectives and find common ground. 🎯 Aligned Everyone on the Goal: I refocused the team on the bigger picture: increasing capacity and meeting the project deadline. The Outcome? The engineers not only resolved their differences but collaborated effectively to complete the controls integration ahead of schedule. The equipment was installed, tested, and operational, delivering the capacity increase we needed. What I Learned: 1️⃣ People > Processes: Technical skills alone can’t move a project forward when people are stuck. 2️⃣ Communication is Key: Creating space for open dialogue can unlock solutions faster than any manual. 3️⃣ Leadership is Listening: Sometimes the most valuable thing you can do is step back, listen, and guide the team toward resolution. This project reinforced that managing a successful install isn’t just about the machines—it’s about the people behind them. 📢 What’s a time when you had to step in as a mediator to keep a project on track? Let’s share our experiences and lessons learned! #Leadership #Manufacturing #ProblemSolving #Teamwork #ProjectManagement

Every project has a wrinkle (and no we're not talking about my Halloween mummy costume showing up in this podcast recording!). No matter how detailed the plan or how good the team, something always shifts, whether it be a delay in design, a contract that drags, a piece of tech that just won’t cooperate. That’s where people like Paul Lukehart shine. In our conversation on the Industrial Insights Podcast that goes live Wednesday, Paul shared an idea that every operator, developer, and project lead should remember: “The best project managers don’t fight uncertainty, they build systems that absorb it and still deliver value.” That’s not optimism, that’s design and leadership through clarity, not control. Because projects don’t fail when problems appear, they fail when leaders pretend they won’t. Paul walked me through how he deals with those inevitable wrinkles in complex projects: 1. Expect uncertainty and design for it. Build systems that can absorb change — use buffers, stage gates, and contingency budgets instead of pretending the plan will hold perfectly. 2. Keep everyone informed. No surprises. Communicate delays early and transparently. Bring stakeholders into the trade-offs instead of springing bad news at the finish line. 3. Redefine success. It’s not about avoiding problems, rather it’s more about preserving value when they happen. The best leaders pivot quickly while protecting outcomes. 4. Use structure to slow down smartly. Maintain a gated definition process where you refine scope, cost, and timeline iteratively so you can manage reality instead of reacting to it. 5. Buffer for the “soft variables.” Legal reviews, contracts, and procurement always take longer. Schedule flex time so you’re not hostage to process drag. 6. Model composure. Projects ride on people’s reputations and energy. Calm, transparent leadership keeps everyone engaged instead of defensive when things slip. Paul has spent his career guiding large-scale warehouse and automation projects through complexity, delays, and the realities that come with them. His calm, structured approach to keeping stakeholders aligned is a masterclass in professional and project composure. The full episode with Paul Lukehart of PL Programs, LLC drops soon where we cover project risk, automation payback, and how to build programs that survive reality. Grant La Bounty Chris Vassilian #IndustrialRealEstate #SupplyChain #ProjectManagement #Automation #Leadership #Logistics #Podcast

As headhunters, we are witnessing how leaders in the manufacturing industry are thriving in their decision-making under pressure by implementing the following recommendations: Embrace IoT for Predictive Maintenance: Implementing the Internet of Things (IoT) in manufacturing operations, as seen with General Electric, enables predictive maintenance, reducing downtime and enhancing efficiency. Utilize AI for Quality Control: Adopting Artificial Intelligence (AI) for tasks like quality control, like BMW's use of AI for assembly line analysis, leads to more accurate and faster decision-making processes. Leverage Big Data for Supply Chain Optimization: Companies like Cisco Systems demonstrate how big data can optimize supply chain management, allowing manufacturers to respond swiftly to changes and disruptions. Incorporate 3D Printing for Rapid Prototyping: Utilizing 3D printing technology, as Ford does, speeds up the prototyping process, enabling quicker decision-making and reducing time to market. Use Digital Twins for Testing and Simulation: As Siemens does, implementing digital twins for product and process simulation can significantly enhance decision-making efficiency and accuracy. Implement Real-Time Dashboards for Operational Insight: Integrating real-time dashboards, like Tesla, offers immediate operational insights, aiding faster and more informed decision-making. Adapt JIT Philosophy for SMEs: Small and Medium Enterprises (SMEs) should consider adopting Just-In-Time (JIT) strategies with adjustments for scale, as demonstrated by ABC Manufacturing, to enhance efficiency and responsiveness. Build Robust Local Supplier Networks: Like ABC Manufacturing, SMEs can benefit from developing strong local supplier relationships to reduce dependency and increase supply chain resilience. Adopt Flexible Production Strategies: Incorporating flexible production strategies allows companies to respond rapidly to market changes, a crucial aspect for SMEs in JIT implementation. Commit to Continuous Improvement and Feedback: As practiced by ABC Manufacturing, regular process reviews and incorporating feedback are essential for adapting and refining strategies and ensuring continuous improvement in decision-making processes. The following article provides a holistic approach to leaders’ decision-making under pressure in the manufacturing sector, emphasizing the importance of digital integration, agility, and strategic partnerships in navigating modern manufacturing challenges. #decisionmaking #topnotchfinders #sanfordrose

We invested a significant amount on technology, so we defined 6 principles to make sure that investment translates into lasting impact: 1. Prioritize for Scale: Solve significant, enterprisewide challenges using solutions designed to scale globally, avoiding isolated or short-term fixes that don’t translate broadly. 2. Think in Horizons: Balance short-term operational necessities (Horizon 1: immediate wins within 6 to 12 months) with strategic planning for mid-to-long-term innovation (Horizons 2 & 3: 3 to 5 years ahead). 3. Data-Driven Decisions: Use independent, fact-based assessments and clear data, not subjective opinions or transient trends to guide investment choices and technology priorities. 4. Partnership First (Balance Buy vs Build): Strategically choose partnerships or external technology providers for speed and differentiation, ensuring faster time-to-market and competitive advantage, while balancing strategic internal development. 5. Dynamic Allocation: Frequently reassess and realign investments proactively, responding swiftly to rapid technological evolution and emerging opportunities. 6. Unity through Clarity: Clearly communicate the implications of technology decisions on infrastructure, talent, suppliers, and existing initiatives, ensuring stakeholder alignment and continuous support. We learned a lot by looking inward. If this helps you avoid even one wrong turn - I’m glad we shared it.

Target Architecture for a Manufacturing Company (Integrating ERP, MOM, PLM, and IIoT into a Unified Platform)   Key Principles ·     Business-Outcome Driven: Focus on measurable KPIs like OEE improvement, downtime reduction, and cost optimization. ·     Hybrid and Scalable: Leverage edge and cloud for optimal performance and compliance. ·     Secure by Design: Implement Zero Trust and end-to-end security. ·     Open Standards and Interoperability: Use protocols like OPC-UA, MQTT, and ISA-95. ·     Data Governance First: Ensure data harmonization, lineage, and quality control.   Key Functions A. Capabilities and apps layer Apps covering specific use cases, e.g., predictive maintenance or automated error detection, that build upon standardized platform functionality   Apps provided by a third party or platform provider and available via an app store, e.g., overall equipment effectiveness for machines   B. Analytics and data platform Standardized (self-service) reporting, analytics, visualization, or location services available via API to all apps utilizing best-in-class algorithm libraries   Integration and harmonization of data, taking semantics of different protocols and machines into account   C. Operations services Highly scalable services handling basic platform functionalities such as device management (e.g., rights and roles, access management), service hosting, deployment and administration (e.g., activity monitoring, resource use), connectivity, and security (e.g., encrypted data exchange, key public infrastructure, certificates) available to all sites based on microservices and API   D. Integration into enterprise IT systems Interface to enterprise-level software, e.g., ERP, SCM, PLM, or CAD, via aggregating data and information generated in the app or analytics and data platform layers in formats pro- cessable by enterprise-level software   Enterprise-level software with access to the analytics and data platform and potentially also apps via API to perform processing that is not natively available   E. Integration of the IIoT platform with MOM Integration of the IIoT platform with the MOM layer to enable detailed scheduling of production, shifts, orders, and overall lines, and configuration and status information—input for operations analytics (quality, asset maintenance, overall equipment effectiveness) and other custom apps   F. SCADA, edge gateways, and machine-level connectivity Data routing and exchange with edge devices and machines, incl. data flow prioritization engines for forwarding raw or preprocessed data to the cloud   Data routing, prioritization, and storage enabled by on-site processing and storage within edge gateways   Easy integration of devices into the platform via plug and play     "Target Architecture Readiness Checklist is available with Team Transform Partner, if anyone wants to have access."   Source: Some inputs from McKinsey   Transform Partner – Your Strategic Champion for Digital Transformation

After years of working with successful manufacturing organisations, I've noticed clear patterns in how they leverage their #MES solutions. Here are 6 key principles I've observed in manufacturers who get it right... 🏭 𝗧𝗵𝗲𝘆 take data seriously: Successful manufacturers don't just collect data. They make data-driven decisions the cultural norm, and they don't use their data to beat people up, they use it to learn and improve as a team. 𝗧𝗵𝗲𝘆 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗧𝗵𝗲𝗶𝗿 𝗣𝗲𝗼𝗽𝗹𝗲: They develop internal champions and ensure operators understand not just how to use the system, but why it matters. They empower and incentivise people to take ownership and accountability of the system. 𝗧𝗵𝗲𝘆 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘀𝗲 𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗼𝗻: These manufacturers ensure their MES connects with other systems - from #ERP to the shop floor assets, sensors, gauges, and any other relevant applications in between. They break down data silos and create a unified digital ecosystem, they are careful about when to integrate, and when to expand functionality in an existing application - thinking about the impact on users and frontline workers. 𝗧𝗵𝗲𝘆 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁: They're not afraid to adjust and enhance their processes. They don't try to force old processes into a new system, they adopt best practice and consider how things should work in future, not just how they have worked in the past. They optimise the MES configuration, ensuring it evolves with their business needs. 𝗧𝗵𝗲𝘆 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗥𝗲𝘀𝘂𝗹𝘁𝘀: Success metrics are clearly defined and monitored. They track ROI systematically and use these insights to guide future improvements 📊 𝗧𝗵𝗲𝘆 𝗦𝘁𝗮𝘆 𝗙𝘂𝘁𝘂𝗿𝗲-𝗙𝗼𝗰𝘂𝘀𝗲𝗱: Leading manufacturers consistently explore new MES capabilities and emerging technologies, ensuring their investment continues to deliver value long-term. Everyone is investing in smart manufacturing, it's not enough to implement a project then stand-still - you need to continuously evolve and improve. -- These habits form the foundation of successful MES implementations and continuous value creation. They're what separate those who implement MES from those who truly transform their operations. What habits would you add to this list? Share your experiences in the comments below 💡 p.s. I have no idea what "DOPLE" means 😂

The role of 𝗺𝗮𝗻𝘂𝗳𝗮𝗰𝘁𝘂𝗿𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 is undergoing a 𝘀𝗲𝗶𝘀𝗺𝗶𝗰 𝘀𝗵𝗶𝗳𝘁. It’s no longer just about operational efficiency—it’s about digital transformation, data-driven decision-making, and fostering innovation. As AI, IIoT, and advanced analytics reshape the industry, leaders are evolving in this new landscape. 𝗛𝗼𝘄 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗛𝗮𝘀 𝗖𝗵𝗮𝗻𝗴𝗲𝗱: 1️⃣ 𝗙𝗿𝗼𝗺 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝘁𝗼 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗩𝗶𝘀𝗶𝗼𝗻𝗮𝗿𝗶𝗲𝘀 Traditional manufacturing leadership focused on optimizing processes, reducing costs, and ensuring product quality. While these remain important, today’s leaders are 𝗲𝘅𝗽𝗲𝗰𝘁𝗲𝗱 𝘁𝗼 𝗰𝗵𝗮𝗺𝗽𝗶𝗼𝗻 𝗱𝗶𝗴𝗶𝘁𝗮𝗹 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻, integrating technologies like AI, predictive analytics, and digital twins into the fabric of operations. 2️⃣ 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗠𝗮𝗸𝗶𝗻𝗴 𝗣𝗼𝘄𝗲𝗿𝗲𝗱 𝗯𝘆 𝗗𝗮𝘁𝗮, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 Gut instincts are now complemented (or even replaced) by real-time data insights. Leaders must 𝗶𝗻𝘁𝗲𝗿𝗽𝗿𝗲𝘁 𝗰𝗼𝗺𝗽𝗹𝗲𝘅 𝗱𝗮𝘁𝗮𝘀𝗲𝘁𝘀, drive 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 decisions based on predictive models, and leverage IIoT to optimize performance. 3️⃣ 𝗖𝗿𝗼𝘀𝘀-𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝘁𝗵𝗲 𝗡𝗲𝘄 𝗡𝗼𝗿𝗺 Gone are the days of siloed departments. Successful leaders today break down barriers between IT, OT, and business functions, 𝗳𝗼𝘀𝘁𝗲𝗿𝗶𝗻𝗴 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 across data scientists, engineers, and frontline operators. 𝗞𝗲𝘆 𝗦𝗸𝗶𝗹𝗹𝘀 & 𝗠𝗶𝗻𝗱𝘀𝗲𝘁𝘀 𝗳𝗼𝗿 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: •   𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗙𝗹𝘂𝗲𝗻𝗰𝘆: Leaders don’t need to be coders, but understanding the basics of AI, machine learning, and data analytics is essential. •   𝗔𝗴𝗶𝗹𝗶𝘁𝘆 & 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆: The digital landscape changes fast. Leaders must embrace a mindset of continuous learning and pivot quickly when needed. •   𝗖𝗵𝗮𝗻𝗴𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: Digital transformation isn’t just about tech—it’s about people. Great leaders inspire teams, manage resistance, and create a culture where innovation thrives. •   𝗚𝗿𝗼𝘄𝘁𝗵 𝗠𝗶𝗻𝗱𝘀𝗲𝘁: Failure is part of the process. Leaders who encourage experimentation and learn from setbacks drive real innovation. •   𝗟𝗲𝗮𝗱 𝗯𝘆 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: Demonstrate curiosity about new technologies and openness to change. •   𝗘𝗺𝗽𝗼𝘄𝗲𝗿 𝗧𝗲𝗮𝗺𝘀: Give employees the autonomy to experiment with digital tools and propose process improvements. •   𝗖𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗲 𝗪𝗶𝗻𝘀 (𝗕𝗶𝗴 & 𝗦𝗺𝗮𝗹𝗹): Recognize not just major achievements but also incremental innovations that contribute to growth. •   𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗨𝗽𝘀𝗸𝗶𝗹𝗹𝗶𝗻𝗴: Provide opportunities for teams to develop digital skills, from data literacy to AI integration. Technology is the easy part—leading people through change is where the real challenge lies. #Manufacturing #AI #IIoT #Innovation #Industry40