At a high level there are two areas that most every business is focused on: (1) optimizing existing human, capital, time, and technological resources to (at the very least) meet performance expectations and (2) finding new and better ways to leverage those resources to continuously improve existing products, services, market share and operating margins.
Manufacturing may be known as the place “where the rubber meets the road,” but that doesn’t necessarily mean that organizations are getting the most out of their production operations. In fact, as I discussed two weeks ago, a considerable number of operations have difficulty with realizing the full potential that manufacturing can generate. While this can happen for a multitude of reasons, in my experience a main culprit can be a misalignment of detailed goals between manufacturing and a company's broader business objectives.
Largely due to the misalignment of goals and objectives, a considerable number of organizations struggle to realize the full business value that manufacturing can generate. From discussions with executives in a wide variety of manufacturing industries, this challenge seems to in one way or another impact the effectiveness of a majority of their organizations. Goal alignment is an issue that even market leaders struggle with and sometimes fail to successfully address.