Three Ways Manufacturing Leaders Can Build Momentum Across an Organization

U.S. manufacturing is growing again. It’s in your hands to keep it that way.

Answers to three questions can guide leaders in building demand and supply side growth momentum:

  • How can a company move up the maturity scale from improvement projects to a way of growing across the entire performance chain?
  • How can leadership disciplines be used effectively to shape change expectations?
  • How can daily decision-making and actions be used as a catalyst for growth?
Chris LaVictoire Mahai

Chris Mahai

If you are reading IndustryWeek, chances are you’re quite familiar with the state of manufacturing in the United States. That said, we all are impacted by the daily drum beat of negative news, and many people lose sight of the strengths of U.S. manufacturing. The National Association of Manufacturers regularly publishes facts about the industry. Below are just a few examples that give us good reasons for manufacturing leaders to use their influence to drive growth in their organizations:

  • The United States is the world's largest manufacturing economy. China is second, and Japan is third.
  • U.S. manufacturing produces $1.7 trillion of value each year, or 11.7% of U.S. GDP.
  • Manufacturing supports about one in six private-sector jobs.

As companies shake off the recession doldrums, they are looking for ways to drive innovation, performance improvements, free working capital and build an ethos of momentum into every aspect of their businesses. 

With the industry growing once again, it is an important time for manufacturing leaders to step up their efforts to drive growth momentum throughout their organization. Leaders need to identify and capitalize on positive shifts in demand while at the same time creating positive shifts in production and output across the entire performance chain. Answers to three questions can guide leaders in building demand and supply side growth momentum:

  • How can a company move up the maturity scale from improvement projects to a way of growing across the entire performance chain?
  • How can leadership disciplines be used effectively to shape change expectations?
  • How can daily decision-making and actions be used as a catalyst for growth?

Let’s solve each individually:

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