We share our perspective on 5 effective solutions.

Periodically, Seraph surveys key members of the automotive industry to determine the ‘real’ challenges that the industry faces on a regular basis.  In our most recent survey, cost management rose prominently to the top as the primary concern for Suppliers and 2nd only behind the EV transition for OEMs.  

Given inflation pressures in labor, material, and energy, it’s no surprise that companies are facing a stronger squeeze between price and cost.  Continuing to address that margin gap has been a challenge for decades but is increasingly difficult.  With Seraph’s work in the automotive sector and the clients we serve, we have a unique perspective on what the common and effective solutions are.

Source: Seraph Automotive Trends report

Although the rate at which average vehicle pricing increases has slowed down, it has increased approximately 20% over the past 5 years.  Along with those price increases, inventory of salable vehicles has increased 48% in the past year suggesting that pricing pressures limit the ability to expect car buyers to continue to absorb the full burden of inflation pressures.

Source: Seraph Automotive Trends report

The automotive industry isn’t alone in the requirement to reduce costs in the face of inflation pressures and cost reduction and management are normal courses of business for OEMs and Suppliers alike.  In Seraph’s experience, we’ve experienced a few proven practices to combat the squeeze between cost and price.  

1. Back to basics 

It’s always most important to rally around processes, standardization, and lean practices in crisis situations, but interestingly we find that as the situation gets more difficult, companies and teams have a habit of abandoning practices that are known to work.  Working through a value-steam map exercise to improve process efficiency, maintaining good process discipline, problem-solving disciplines, and rallying around good leadership and employee empowerment processes are very strong solutions to preventing cost variances and ensuring cost avoidance in difficult times.  Difficult times can not equate to excuses to abandon basic practices that allow for improvement. 

2. Operational efficiency improvement 

Most facilities have a never-ending pursuit of improved efficiency. Seraph is asked by clients to complete assessments of their facilities using our assessment tools and we are continually surprised at the level of inefficiency in them.  Our data tells us that facilities, on average, are less efficient than they were prior to the pandemic.  In many cases, facility OEE is far below expectations and there are limited actions to improve it.  In most cases, team members in facilities know how to improve the OEE but lose momentum to doing so as they focus on the cost reduction activities of the day prioritized by leadership.  But operational efficiency will typically result in a much greater cost save for labor, material, and energy, than micromanagement of a travel budget or an overtime approval process.  Certainly, those actions should be considered part of watching a company’s costs, but it can’t stop there, and priority must be put on improvement the operations for a much better return. 

3. Relocation and consolidation of footprint 

As markets have changed and the squeeze has made it more and more difficult to maintain margins, it’s ever more important to review manufacturing footprints for duplicate or underutilized capacity and labor market costs.  In Europe, most companies have discussed, and some are putting actions in place to move capacity to Northern Africa to reduce their labor costs. LCC labor typically has been in Eastern European countries but as they experience labor inflation rates significantly higher than countries in Western Europe, Northern Africa has become more and more attractive.  While Eastern Europe remains labor cost advantaged, Northern Africa seems to provide a longer-term opportunity for investment. 

4. Increased use of automation 

Investment in automation has been increasing in the industry for some time.  We see many countries leading the way in the investment in automation and that investment is providing for strong returns in Europe.  Improving costs through labor elimination or redeploying labor to other productive areas is a sound strategy for managing costs as it reduces the marginal cost of each additional unit produced. 

5. De-risking the China-Europe supply chain 

China has been a region for decades that companies have sourced for lower costs, so it seems counterintuitive to discuss re-shoring from China as a potential cost management strategy.  However, tariffs, geopolitical events, and the like have shown us recently that while China can provide cost improvement in the short term, there are longer term effects that must be considered in the risk analysis of sourcing in there. 

About Seraph 

A global enterprise consulting firm that partners with business leaders to handle their most complex problems in areas such as supply chain, operations, and manufacturing challenges while delivering long-term operational and leadership improvements. Seraph has extensive on-site industry experience in the automotive, private equity, defense, medical device, electronics, energy infrastructure, and engineering sectors. The Seraph leadership team brings vast expertise across; crisis management, mergers, acquisitions, due diligence, restructuring, turn-around services, product launches, and logistics. Our four-phase process has been proven to provide quick payback and positive ROI, which is measured throughout customer engagement. Learn more at www.seraph.com and follow Seraph on LinkedIn.

Seraph takes immense pride in the daily achievements and collaborative efforts of our team and clients. This success is made possible by a group of exceptionally talented professionals and inspiring personalities who make up our team.

In celebration of International Women’s Day, we shine a spotlight on some of the remarkable women within our team, sharing insights from some of them. We’ve asked about their experiences in the automotive/manufacturing industry and their broader career journeys. See their answers below:

Leslie Bednarz

VP of Business Development

How important has having other women to get inspired by been for you?

 It’s been so important having automotive women leaders to not only look up to but also work with throughout my career.  Women who understand, empathize with, encourage & support other women is so meaningful and powerful in the automotive industry. Great women leaders help cultivate a culture of ‘belonging’ for us all.

Amy Kroll

HR Director

What is your favorite part of working in manufacturing? 

My favorite part of manufacturing is being part of a leadership team that is motivated and driven to make a positive impact to a struggling plant.  It is exciting how quickly positive changes can occur, when you have the right team in place.  It not only impacts the leadership team but everyone within the facility.  

Tracy Guschewski

Executive Assistant

What challenges do women face in this industry, and what advice can you give them?

As a woman in a traditionally male-dominated industry, it is important to find your own voice and understand the leader you are aspiring to be.  There will be days that ‘holding people accountable’ will be described as pushy; or ‘asking the necessary questions’ will be perceived as intimidating; but in the end, as a woman at the table, say what you’re thinking out loud and with intention.   Be brave, be bold, be heard!

Meghan Ligon

Sales Coordinator / Analyst

What advice would you give to other women interested in pursuing a career in automotive/manufacturing?

The automotive and manufacturing industries have traditionally been male-dominated, but don’t let that discourage you. Focus on your abilities and the value you bring to the table, regardless of gender stereotypes. It is important to look for mentors and role models, both male and female, who can provide valuable guidance and support as you progress in your career.

Jennifer Sullivan

Senior Consultant

What is your favorite part of working in manufacturing?

There is never a dull moment and always a new challenge. Identifying an opportunity to improve, developing a strategy to achieve that goal, and seeing it through to fruition gives a tremendous sense of accomplishment.  Of course, as anyone in manufacturing knows, those opportunities never stop coming.  Even the best can always be better.

What advice would you give to other women interested in pursuing a career in automotive/manufacturing?

Automotive and manufacturing careers bring fulfillment to those who enjoy a challenge. Problem solvers and doers will love the pace and opportunity to do what they do best, find resolutions, and look for the next opportunity to improve. Like many careers, manufacturing requires continuous learning and openness to new ideas.  Stagnation not only slows career development but defeats the whole purpose of pursuing a career in manufacturing.  Getting entry-level roles may not be as challenging as moving beyond them.  Seek out those like-minded colleagues and managers and learn from them.  Look for opportunities to expand your knowledge (and work on your EI) by joining problem-solving teams and new projects.  If getting on those teams proves difficult, reach out to those leaders and managers to find out what you need to do/learn to be the next chosen.  Always look for opportunities to improve both the workplace and yourself.

Alexandra Lipsky

Analyst

How important has having other women to get inspired by been for you?

Breaking into the traditionally male-dominated automotive and manufacturing scene can be quite daunting for young women. However, witnessing women in leadership roles is not only inspiring but also encouraging. These trailblazing women often go above and beyond to earn respect, fostering a hardworking atmosphere and introducing fresh perspectives and strategies. Personally, I feel privileged to learn from strong, independent, and dedicated women daily at Seraph and within our client base. I am so excited to learn and grow from, and one day join this new wave of women leaders shaping the fast-paced world of automotive and manufacturing. Happy International Women’s Day!

Leticia Santos

Communication Coordinator

What unique elements do women bring to the automotive/manufacturing sector?

Women bring diverse perspectives to any sector, enhancing collaboration, attention to detail, and a people-centric focus. I believe that our overall communication skills can differ from others, and are crucial to fostering a more inclusive, creative, and innovative industry. The women I’ve worked with were great leaders with the talent to consistently delve deeper into situations, finding opportunities within details for improvement and fostering creative problem-solving.

Lisa DiFalco

Brand Strategist

How important has having other women to get inspired by been for you?

There have been a handful of women that I’ve had the privilege to work with throughout my career that I’ve learned a great deal from. They demonstrated what it took to be of value to our clients. They pushed me to be better in the areas I was deficient. These women made me a more well-rounded employee.

It’s been rewarding to witness the growth and development of the Seraph team. I’ve seen the addition of many strong and inspiring women, who bring new and unique perspectives to our company and the industries we’re involved with. I am grateful to be a part this team that recognizes and empowers everyone’s individual strengths and contributions. Through mentoring, training, and collaborating we are instilled the confidence to conquer new spaces, regardless of gender identity. This is especially wonderful as these spaces have historically been so male dominated. I am excited to see how these industries will continue to grow in diversity over time, and it feels good to know I’m part of something that is directly contributing to these changes. 

Our pride in celebrating the women at Seraph extends beyond this special day, acknowledging the ongoing contributions of our team, clients, and all the women who support our business in various capacities.

Happy International Women’s Day!

In recent developments, the crisis in the Red Sea has had tangible consequences for the automotive supply chain, leading Tesla and Volvo to announce temporary production suspensions in Europe due to a component shortage originating from plants in Asia. Brian Fairchild, our Senior Director of Sales and Sales Operations, highlighted the ongoing challenges in the automotive supply chain, emphasizing that disruptions are becoming more manageable post-COVID. However, he cautioned about potential future disruptions, particularly in the realm of labor, as the United Auto Workers expand their influence beyond traditional associations.

Fairchild underscored concerns about potential wage increases impacting suppliers and a shift in focus by the UAW towards other manufacturing sectors. Border issues, particularly between the U.S. and Mexico, are also identified as a potential challenge, impacting customs checks and slowing the flow of components. The evolving dynamics with China and nearshoring, as well as the influence of political environments and ethical sourcing considerations, add further layers of complexity to the automotive supply chain. The overarching geopolitical concerns and the financial implications of significant investments in electric vehicle (EV) initiatives were also acknowledged, especially with the potential softening of demand and infrastructure challenges.

In the face of these challenges, Fairchild commended the resilience and adaptability of the supply chain but emphasized the ongoing need for careful management to navigate potential disruptions without compromising efficiency or accumulating excess inventory.

For further insights into Brian’s comments, you can refer to the Supply Chain Management Review piece following the link below.

Our boots-on-the-ground mindset goes beyond our work…
Our team of analysts ran the Spartan race yesterday in Grand Rapids, MI!

Our team-building activity wasn’t your typical race; it was a hilarious mix of speed, teamwork, and laughter. We may not have broken any records, but we certainly reached new heights together! 

#Seraph #teamwork #Spartan #operationalexcellence

Seraph is delighted to announce the appointment of Majid Arefi as the new Director of Business Development for Europe. Based in Germany, Majid will be instrumental in creating new business opportunities and driving Seraph’s continued growth and global expansion.

With over 30 years of experience in the automotive industry worldwide, Majid Arefi brings a wealth of expertise to his new role. His diverse background includes various key positions in Operations, Quality, Manufacturing, Business Development, Project Management, Product Development, and Innovation. Throughout his career, Majid has achieved remarkable success in expanding businesses’ market share and profitability while extending their global reach. Notably, he has been at the forefront of leading innovative projects and implementing quality initiatives across manufacturing facilities, with a dedicated focus on Key Performance Indicators (KPIs).

Before joining Seraph, Majid held leadership roles at Ford, Lear, and Faurecia. His extensive and diverse experience spans regions such as North America, Europe, and China, covering different tiers of the automotive industry. Majid’s collaboration with clients from around the world, including France, Spain, and the Czech Republic, further enhances his ability to expand Seraph’s business globally.

Majid’s academic background aligns seamlessly with his professional accomplishments, as he holds both a Bachelor of Science and a Master’s degree in mechanical engineering from Wayne State University.

With Majid Arefi leading the charge in Business Development for Europe, Seraph is confident in its ability to explore new opportunities and solidify its position as a global player in the automotive industry. His wealth of experience and expertise will undoubtedly contribute to Seraph’s ongoing success and growth on a worldwide scale.

As we stand in the middle of 2023, the American manufacturing industry finds itself in an unprecedented labor predicament, facing a skilled labor shortage that risks derailing the sector’s growth trajectory. The Bureau of Labor Statistics reports a staggering 700,000 job openings in manufacturing, the highest figure since records began. This critical talent shortage begs an answer to the question: Why are so many positions left vacant in an industry once considered the bedrock of America’s economy? This workforce crisis is multifaceted and stems from an aging workforce, insufficient vocational training programs, technological advancements, and a frustrating stigma against blue-collar work. The repercussions for employers are severe, facing increased costs, production delays, and a stifled capacity for innovation. As for the overall economy, these dynamics threaten not only economic recovery post-COVID-19 but also America’s global competitiveness in manufacturing, driving the urgency to resolve this growing labor conundrum. While the roots of this looming crisis are deep and wide-reaching, understanding it is the first step to achieving a resolution. 

1. The Changing Landscape of Education 

In recent decades, the educational landscape in the United States has undergone a profound transformation. There’s been an increasingly dominant narrative that a four-year college degree is the one-size-fits-all solution to success. As a result, traditional vocational and technical education was left on the back burner and widely regarded as an inferior decision. This shift in priorities has had unintended consequences for the manufacturing industry. Despite the fact that many of these skilled trades offer high wages and rewarding career paths, they’ve been undervalued and overlooked as second-tier options.  

To counteract this trend, numerous initiatives have been launched to reinvigorate interest in the manufacturing trades. These initiatives represent a promising start, demonstrating that with robust support and sufficient resources, it’s possible to generate a renewed interest in manufacturing careers and help secure the industry’s future. 

2. The Role of Technological Advancement 

In addition to shifts in educational priorities, the rapid pace of technological advancement also contributes to the skilled labor shortage. Each year, the industry further transitions from traditional manual labor towards technologically advanced roles maintaining automated systems. Unfortunately, the skillset of the current workforce is struggling to keep up. Many workers trained in traditional manufacturing techniques find themselves grappling with complex machinery and digital systems, with limited access to the necessary retraining programs. The learning curve is steep, and the risk of workers being left behind is a very real one. Instead of robust training and recruitment programs, manufacturers tend to compete for a shrinking pool of talent. This technological skills gap underscores the critical need for lifelong learning and ongoing training in the manufacturing industry. 

In response to these difficulties, ‘reskilling’ and ‘upskilling’ programs are also being implemented by some forward-thinking manufacturers, viewing employee development as a necessary investment rather than an expense to be cut. If the industry can successfully harness these educational tools and strategies, it may be possible to overcome the technological skills gap and prepare the workforce for the future of manufacturing. 

3. Demographic Shifts and the Aging Workforce 

The demographic changes sweeping across the United States won’t leave the manufacturing industry unscathed. As is the case with many other industries and even nations, a rapidly aging workforce with a substantial proportion of its skilled laborers nearing retirement age. As this wave of retirements hits, the industry faces the monumental task of filling these vacancies to prevent a sharp decline in production capacity. 

Yet attracting younger workers to replace retiring professionals has been a significant challenge for the industry. Despite offering competitive salaries and benefits, manufacturing struggles to shake off its outdated image as dirty, dangerous, and monotonous work. While demographics shifts and educational tendencies (the first factor) are different, the downstream result is much the same and the responses are highly similar. Many manufacturers and institutions within manufacturing are making a concerted effort to make manufacturing a viable or even “sexy” vocation. 

Several strategies have shown promise. It’s important to make the jobs meaningful and desirable and create recruitment pathways. Established businesses can learn much from the narratives crafted by VC-backed startups like SpaceX and Hadrian. These companies have effectively mastered the art of recruiting top talent by articulating grand visions that resonate on a moral level, departing from jargon-filled corporate speak. 

SpaceX captivates by promising the exploration and colonization of Mars. The aerospace supplier, Hadrian, aims to revitalize American manufacturing through automation while elevating the status of the machinists who work there. Such visions and framing make it much easier to attract talent at all levels and win over industries that demand less from their employees. 

This approach is complemented by initiatives to quickly onboard established talent pools, such as the Manufacturing Institute’s Heroes MAKE America program. This program taps into the under-utilized talent pool of military veterans, aiming to bridge the skills gap by training them for rewarding careers in manufacturing. Although few groups match the military in size and training level, forging relationships with high schools, colleges, and young adult sports clubs can establish a robust talent pipeline. 

4. Perception of the Manufacturing Industry 

Perception often carries as much weight as reality when it comes to career choices, and unfortunately for the manufacturing industry, prevailing perceptions have been unflattering. In a world where technology companies and start-ups are often seen as the most desirable employers, manufacturing can seem less appealing to a generation raised on a diet of Silicon Valley success stories. To counter this perception problem, it’s crucial for the industry to launch a concerted effort to rebrand and highlight the reality of modern manufacturing. 

Employers can play a significant role in this regard by actively promoting the exciting aspects of manufacturing jobs. Sharing success stories, highlighting the innovative technologies used in their facilities, and emphasizing the problem-solving nature of manufacturing work can help alter perceptions. Partnerships with local schools and community organizations can expose students to the possibilities of manufacturing careers at an early age. Changing entrenched perceptions won’t happen overnight, but with a consistent, proactive approach, the manufacturing industry can start attracting a new generation of skilled workers ready to push the boundaries of innovation. 

5. Economic Factors Influencing the Labor Shortage 

Broad economic factors have had no small hand in the current skilled labor shortage. Chief among these is the issue of wage competition. As sectors such as technology, finance, and healthcare experience substantial growth, they have been able to attract talent with competitive salaries. Globalization, too, has reshaped the landscape of the U.S. manufacturing industry. With the opening of global markets, production operations have often been relocated to countries with lower labor costs. This offshoring trend has led to job insecurity in the domestic manufacturing industry, discouraging many from pursuing careers in this field due to fears of job displacement. 

The COVID-19 pandemic has further complicated the situation. The crisis exposed vulnerabilities in global supply chains and led to a temporary halt of manufacturing operations in several sectors. This caused layoffs and furloughs, shaking workers’ confidence in the stability of manufacturing jobs. Even as industries have begun to recover, the echoes of the pandemic continue to influence worker availability and job security perceptions. However, the pandemic has also underscored the importance of a robust domestic manufacturing sector as the need for locally produced goods became acutely apparent. 

Conclusion 

Different factors have coalesced to create a complex environment for manufacturers in North America. The industry has its work cut out for it, however decades of robust American manufacturing has taught us to never write the sector off. While many companies need talent for the long term, other companies only need short term interventions to help overcome production crises or to help provide stability during a shaky period. To help solve these problems, our team of specialized operational consultants works alongside manufacturers and acts as a support structure to optimize logistics and operations. Our advisors are former management at many suppliers and OEMs and are experts in production, operational efficiency, and crisis management. Contact us today to schedule a discovery call, or see our case studies for more information.

Facing a problem while it is small and manageable is always better than delaying action and facing the problem when it’s much bigger, especially in maintenance. Planned preventative maintenance (PPM) is one of the best ways for companies to take a proactive posture toward problem solving. The benefits of proactively dealing with known future problems are many, but they ultimately translate into better capacity for planning, less downtime, and greater reliability. PPM isn’t industry-specific and A&D, automotive, and medical device manufacturers alike can all avail themselves of the benefits that come with PMM implementation.  

What Is Planned Preventative Maintenance? 

PPM is a strategy that many companies use to schedule maintenance for their machines before the point where they break down. PPM is a maintenance strategy that performs maintenance on a regular basis and reduces the likelihood of unplanned failures and unplanned downtime. It allows companies to plan ahead for inventory, output, replacement parts, and other maintenance overhead. It also gives companies peace of mind to know that their technicians are solving problems before they can ever materialize. There are essentially two different types of maintenance: time-based and usage-based. 

Time-Based 

Time-based PPM is completed at regular intervals with the aid of preventative maintenance software. Even when on maintenance schedules, technicians should be proactively reviewing critical machinery for unexpected “wear and tear” and potential points of failure. Regular equipment checks, even outside of those required by the maintenance schedule, are still good practices to help decrease breakdowns. 

Condition-Based 

Usage-based PPM relies on machine production averages and statistics to determine when maintenance is needed. No single system is better than another and the two are often used in consort in a “whichever comes first” manner. 

The Benefits of Planned Preventative Maintenance 

There are many benefits to PPM and it should be noted that PPM is often an indicator of the quality and reliability of a business. Manufacturers who take their job seriously will almost always have planned preventative maintenance schedules in place. This is a broader indicator of a company that proactively solves problems and doesn’t wait for breakdowns to happen before addressing them. 

Reduce Production Downtime 

First and foremost, PPM reduces the risk of interruption to production lines and throughput by reducing the likelihood of breakdowns. Different assets and pieces of machinery represent different levels of criticality so it would be unfair to say that the downstream effects of different breakdowns are equal in effect. However, the problems with critical machinery may cause the entire production line to come to a total standstill. This has massive implications for downstream manufacturers and may end up costing the company hundreds of thousands if not millions of dollars in fees imposed by tier 1 suppliers or OEMs. PPM gets as close as possible to completely eliminating this risk.  

Extend the Machinery’s Useful Life 

In addition to reducing downtime, PPM also extends the machinery’s useful life. When one component within a machine fails, it can frequently cause a cascade of other failures. For example, a cooling unit could fail which can cause the entire machine to overheat which can cause damage to the machinery beyond just the cooling unit. Additionally, a longer useful life will translate into fewer pieces of machinery needed during the life of the company. PPM can increase useful life beyond amortization schedules and ultimately result in a small absolute number of equipment purchases. 

Organize Workforce Management 

PPM also helps plan the workforce—both technicians as well as machine operators and line workers. Having planned maintenance means avoiding unplanned downtime and inefficient use of human resources. Having a reactive maintenance schedule means waiting for technicians to arrive as well as underutilizing the floor workers’ time who would otherwise be productive. With PPM Overseeing engineers and floor workers will have a clear schedule with minimal interruptions. 

Create a Healthier and Safer Workspace 

Running afoul of OSHA rules and being the subject of unsafe working conditions complaints costs time, money, and employee morale. These issues are also easily avoidable with the correct forethought and attention to detail. PPM, in addition to reducing unplanned downtime, also reduces the likelihood of injury to the manufacturer’s employees by maintaining the equipment in proper working order. Not only are safe working environments the ethical way of doing business, but this also helps reduce the risks of lawsuits and paying disability.  

Plan Costs Efficiently 

Reactive maintenance creates an unknown cost in several different ways. First, manufacturers will not know how much it will cost to purchase replacement parts or how much time it will take the technicians to perform the maintenance. Second, every minute of downtime, especially on a critical piece of machinery, means lost dollars in opportunity cost. Planning and scheduling PPM turns the unknown into a concrete number by planning exactly which parts will need replacement, how much labor it will take, and approximately how long the machine will be out of service. With this information, the manufacturer can plan additional replacement inventory, production inventory, and throughput to make up for the repair time. What would otherwise be an extremely variable cost can now be expected and planned for. 

Preventative Maintenance Software 

Preventative maintenance software is a crucial component of performing PPM. Many manufacturers have hundreds of different machines that need maintenance and spreadsheets are simply insufficient to track all of the inputs, outputs, and maintenance schedules. Using preventative maintenance software helps the engineering team understand which machines need maintenance, which parts need to be replaced, and how long it will take. In other words, preventative maintenance software is the glue that holds PPM efforts together and keeps the management, employees, and engineering team on the same page. 

Steps for Preventative Maintenance

Even if a company don’t have software to manage preventative maintenance and timing, there are some low-tech steps to reduce equipment downtime in the plant.  

As a plant builds out a framework for preventative maintenance, it makes sense to start with the highest priority equipment. It’s best to start by tracking equipment with the longest cycle times, no back-up equipment available, long lead times for parts as well as those with high complexity and cost of repairs.  

To implement proactive preventative maintenance, follow the “PERFORM” approach: 

1. Plan: Develop a PPM schedule that outlines maintenance tasks, machinery or equipment involved, and due dates. Assign responsibilities for maintenance tasks to specific employees. 
2. Examine: Encourage employees to continuously monitor equipment for signs of wear and tear or other issues, and to report problems immediately. This creates a culture of proactive maintenance and problem-solving. 
3. Review: Conduct regular audits of the maintenance process to identify areas for improvement and reduce waste. This involves analyzing the maintenance schedule, identifying ways to optimize the use of resources, and finding ways to prevent problems from recurring. 
4. Foster: Encourage cross-functional collaboration and knowledge-sharing to improve the effectiveness of the maintenance process. When operators, supervisors, engineers and maintenance teams talk, problems get solved faster and true root-causes are identified. 
5. Optimize: Collect and analyze data on equipment failure rates, maintenance task completion rates, and other relevant metrics. Use this data to identify trends, patterns, and areas for improvement. 
6. Refine: Standardize the maintenance process, including the schedule of tasks, the tools and techniques used, and the documentation of maintenance activities. 
7. Motivate: Encourage employees to suggest improvements to the maintenance process and to implement small changes to improve efficiency and effectiveness. Celebrate wins! 

Conclusion 

PPM is just one part of a larger area of operational efficiency called logistics. Logistics manages the flow of material, labor, and energy into, through, and out of a factory. Ensuring that critical machinery experiences minimal disruption only serves to maximize the operational and logistical efficiency of a given manufacturing facility. Companies that find they have consistent issues with breakdowns and inefficient logistics may find it useful to hire an operations consulting firm like Seraph. Our team of specialized operational consultants works alongside manufacturers and acts as a support structure to optimize logistics and operations. Our advisors are former management at many suppliers and OEMs and are experts in production, operational efficiency, and crisis management. Contact us today to schedule a discovery call, or see our case studies for more information.