Editor’s choice
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REMOVING MENTAL ROADBLOCKS TO IMPROVE MANUFACTURING OPERATIONS
t is a familiar scenario for many manufacturers. They have a manufacturing enterprise resource planning (ERP) system in place, but any number of features that could help them avoid a range of operational headaches are just sitting there dormant. And often it is not due to any technical issue but rather a mental roadblock.
So, we see scenarios play out daily where quality issues have reared their ugly heads, requiring rework, causing backorders, delaying shipments, and driving tense daily customer calls. Meanwhile, the team is trying to address production issues with a mix of day-old post-mortem reports, shop-floor observations captured on notepads, and other operational data summarised in spreadsheets. So how does this happen?
At first, it is because manufacturing ERP software is typically implemented in stages, starting with the “core” features that automate absolutely critical processes. Then the organisation establishes a new daily routine. This is actually a good business practice because it allows the company to realise benefits from the software early on.
Ideally, manufacturers then will stage the rollout of additional features over time that will help to optimise their processes. Yet all too often, these businesses get stalled by one of three mental roadblocks that limit operational improvements and will take more than meditation to remove. Let us look at these three roadblocks and how to resolve them.
MENTAL ROADBLOCK #1: THERE IS SOFTWARE FOR THAT?
Many companies are not even aware of the additional features available with their manufacturing ERP systems, which can help to automate bothersome workarounds and bring relief from nagging repeat problems. It is not enough to
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ask teams to “stay on top” of software capabilities. Instead, savvy manufacturers remove this mental roadblock by designating someone to work with their technology vendor’s support or professional staff and attending vendor conferences or training to learn how to maximise use of their software. Here are some common overlooked opportunities that manufacturers should consider:
Connecting the manufacturing execution system (MES) and quality management system (QMS) to equipment sensors and controllers enables accurate real-time production monitoring.
Adding statistical process control (SPC) tools allows for analysis of operating measurements and in-line production, which in turn makes it possible to predict potential issues and proactively conduct maintenance.
Combining bar code scanning and document control with ERP functionality can significantly simplify the creation of audit trails.
MENTAL ROADBLOCK #2: IT HAS ALWAYS WORKED THIS WAY. Manufacturing teams often know that their manual processes are not ideal, but there is a natural resistance to change. A good way to break through this mental roadblock is to embrace a spirit of lean and identify time-wasting, priority processes that have not yet been automated by the software. Then create a value stream map of the top two or three most significant painful workflows. This often brings “aha” moments that open employees’ minds to change. Next, have the company’s process expert personally research how the software can be used
By Steve Bieszczat, chief marketing officer at DELMIAWorks
to automate the manual activity. Being thoughtful at this stage will provide options from which team members can choose, fostering engagement and buy-in with the initiative.
MENTAL ROADBLOCK #3: WE JUST DO NOT HAVE TIME.
It seems like there is never enough time to improve a process, but there is always time to fix the problems that reliably pop up later. Removing this mental roadblock starts by shining a light on how automating a specific process can improve both the business and employees’ workdays. The next step is having stakeholders in the manual process identify a project leader, the savings to be gained, benefits, and effort needed. The team leader then should develop a project plan— with goals, timeline milestones, resource assignments, and simple metrics—that is then reviewed by the team. Having a consensus roadmap enables the calculation of a return on investment (ROI) and emphasises feasibility to the doubters.
CONCLUSION
Being an enlightened manufacturing leader does not mean maintaining a Zen-like patience for wasteful manual workarounds. Rather, it is about cultivating the awareness to identify and remove mental roadblocks that can limit operational improvement. This is achieved by staying closely connected to the factory floor while continually reviewing how to dust off dormant software features that can streamline processes—creating more peace for employees and customers, alike.
DELMIAWorks
www.solidworks.com January 2026 Instrumentation Monthly
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