Manufacturing: Back to Basics

A few weeks ago, a good friend of mine took on a new role in operations. After his first couple of weeks on the job, I called him to congratulate him and ask how things were going. His answer surprised me: metrics were improving dramatically, and people were already calling him a “hero.” Naturally, I asked him what he had done. His response was even more surprising. He didn’t talk about sophisticated systems, advanced analytics, or complex transformation programs. He talked about very basic things: setting expectations, clarity, following up on things, and holding people accountable.

That conversation reminded me of an article I wrote 14 years ago about accountability and basic management principles. In many ways, I built my career around those ideas. What surprised me the most was that this was happening at a world-class company, one with decades of experience, enormous resources, and highly capable people. Yet, he was fixing foundational issues. That realization is what prompted me to write this article.

It doesn’t matter whether a manufacturing facility is 1 year or 50 years old. Manufacturing is, at its core, a human system. On the shop floor, in planning rooms, in supply chain meetings, in the executive team, humans make it or break it. That is why I believe it is important to go back to basics in manufacturing.

My Passion for Manufacturing

I am very passionate about manufacturing. I have spent more than 25 years working on the manufacturing floor, many of them focused on turning around operations that were not delivering.

There is something truly fascinating about manufacturing. Raw materials arrive at a plant, pass through many processes involving people, machines, systems, and decisions. At the end of that complex mix, a finished product emerges. Seeing that transformation never gets old and is fascinating. Manufacturing is complex, very demanding, and relentless. Every day is a new challenge. Yet, that is exactly what makes it so powerful … and addictive.

I am also a firm believer that manufacturing can transform communities and countries. China’s decision in 1978 to embrace manufacturing fundamentally changed its economic trajectory. Manufacturing created jobs, built capabilities, and made them the manufacturer of the world. Manufacturing was the lever they used to lift hundreds of millions of people.

Living and working in Mexico, and being deeply involved in the nearshoring movement, I am convinced that manufacturing has the same transformative potential for our country today. Because of global geopolitical realignment, manufacturing is once again becoming strategic in the Western Hemisphere, and Mexico has a unique, once-in-a-lifetime strategic opportunity. I have written about this openly and unapologetically.

Seven Basic Principles of Manufacturing

Based on my experience and reinforced by my recent conversation with my friend, I believe there are seven basic principles that every leader in a manufacturing operation must master. These are not glamorous, nor new, but they work. They worked for me for decades, and are working for my friend at this very moment.

1. Accountability: Accountability is the foundation of everything. Throughout my career, people knew that I set very high expectations. There is a simple truth: People rarely deliver more than what is expected of them. If expectations are low or unclear, performance will follow. I built my career on setting high expectations, measuring them, and making sure they were met. Clear, high expectations combined with consistent follow-up changes behavior. I also believe in what I call “360-degree accountability.” This means holding your team accountable, holding peers accountable, and even holding those above you accountable within a healthy organizational structure. It also extends across the supply chain: suppliers, internal operations, and even customers. There is nothing wrong with saying, “I will hold my customer accountable,” or “I will hold my boss accountable,” as long as it is done professionally and constructively. That said, accountability always starts with yourself. If you do not hold yourself to the highest standard, none of this works.
2. Clarity. Clarity is the second principle, and it is closely tied to accountability. For many years, I was what I would call a “manufacturing fixer.” I was sent into facilities that were not performing and asked to turn them around. No matter the location or the product, I consistently found the same issue: roles and responsibilities were unclear. People didn’t know exactly what they owned, especially in planning and scheduling. Assumptions were made, handoffs were vague, and accountability slipped. One of the first things I always fixed was clarity. Who does what? Who owns which decision? What is expected today, this week, and this month? When people know exactly what they are responsible for, performance improves quickly.
3. Understanding business through numbers. You cannot manage what you do not understand. Every time I arrived at a new facility, I asked for very basic data:
   • A list of all parts purchased
   • A list of all parts shipped to customers
   • A list of suppliers
   • A list of customers

Then I applied Pareto’s principle. In most operations:

• • 20% of the parts create 80% of the problems
  • 20% of suppliers cause 80% of the disruptions
  • 20% of customers generate 80% of the complexity

If you do not understand these basic numbers, you cannot manage the business effectively. Data does not need to be sophisticated; it needs to be understood.

4. Attention to Detail.  Attention to detail is not common sense, and it is not optional. Manufacturing floors generate issues every single day: meetings, emails, shortages, quality problems, schedule changes. If you do not pay attention to critical details and follow up relentlessly, things fall apart. When follow-up stops, accountability weakens, clarity disappears, and understanding of the business erodes. Manufacturing happens every day; each day brings new challenges; each issue requires attention and closure. Discipline in follow-up is essential.
5. Resources. Holding people accountable without giving them the tools to succeed is pointless. People need resources to do their jobs properly. That includes systems, equipment, information, training, and access to the right contacts. The same applies to suppliers and the plant itself. Do suppliers have the right schedules? Does the facility have the right tools? Are processes designed to support success? Resources must match expectations.
6. Priorities and time management. Not everything can be fixed at once. Manufacturing environments are full of competing priorities. Leaders must constantly decide what matters most this hour, today, this week, and this month. At the same time, time management does not come naturally to most people. Helping teams prioritize and manage their time is a leadership responsibility. Clear priorities, reinforced consistently, help organizations move forward despite constant pressure.
7. Measurement. What is not measured cannot be improved. Every employee should have clear metrics aligned with expectations. Scorecards create visibility, enable accountability, and drive improvement. At the facility level, performance must also be measured consistently. Measurement is not about control: it is about delivering, improving, and learning.

Giving Back to Manufacturing

I’m privileged to contribute to manufacturing beyond my professional roles: I’m a long-time volunteer with CSCMP (Council of Supply Chain Management Professionals). I have been part of CSCMP for over 15 years. CSCMP's mission is to Connect, Educate, and Develop Supply Chain professionals. Many of them sit on the manufacturing floor. CSCMP has allowed me to share supply chain knowledge, education, and emerging trends with professionals around the world.

I’m also a volunteer with the Association for Manufacturing Excellence (AME), an organization dedicated to continuous improvement, waste reduction, people development, and listening to the voice of the employee, which, for the most part, happens on manufacturing floors around the world.

Through these organizations, I have been able to make a small contribution to a field that is very close to my heart.

Manufacturing and my current professional role. In my new role as vice president for Latin America for the Tompkins Ventures organization, I get to help manufacturing companies with organizational development. Improve their effectiveness in storage, transportation, and distribution. Help them get financing for inventory and growth, or to take off in their early stages. Help them with their digital engagement initiatives to improve their manufacturing efficiencies.  

A Final Thought

Manufacturing is a world of its own. When you walk through an industrial park, each building contains an entire ecosystem. Inside those walls, lives are lived, conflicts are resolved, skills are developed, and hopes are built. Manufacturing provides people with dignity, purpose, and opportunity. It strengthens communities and can fuel the shared progress and development of an entire nation.