Manufacturers should transform the pandemic response into a post-pandemic strategy

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Jason Chester, Director of Global Channel Programs at InfinityQS, explains how the industry can learn from the pandemic

Of course, Covid-19 has an immense impact on health, society, industry and the economyit. Just three months before the first wave began sweeping rapidly across the globe in 2020one had practically never heard of it.

However, as soon as it emerged, entire industries were shut down while others were severely disrupted. Mass workers were ordered by governments not to travel or work from home if possible, and those with underlying health conditions were coerced to isolate yourself. It felt like the world as we knew it was turned upside down overnight. companyit had no experience of such a calamity, nor did they have any contingency plans remotely adequate. The rule books were simply torn up overnight.

Most shopssees had to adapt spontaneously and quickly. Each day felt like another firefighting day, and once the fires were out, it was on came the next wave or variant. As a result, manufacturers had to switch quickly her Operating in response to supply and demand chain volatility or labor availability. ChangS to Technology platforms to support remote workers had to be implemented in weeks if not days. There was no time for proper planning feasibility studies, risk assessments or the creation of a detailed business case return on investment projections. The change simply had to happen quickly.

Learning from past mistakes

The last two years Have taught us is two key things. First, the effects of the pandemic will be with us for some time, perhaps indefinitely. Even with the United Kingdom Government announces all Covid restrictions in England ends at beginning March is sufficient another variantT worrying to reignite the conversations about restrictions and lockdowns. Second, the proverbial black swan events can and will, eventually happen. This means that not only do we need to make some of the recent rapid changes permanent and more robust and operationally sound, but we need to rethink many parts of how we do business. How flexible are you? How tough are they? And how can they support other future events that may have a unprecedented impact on their business? Not just in relation to another pandemic, but also from other events such as terrorist activity, natural disasters, economic collapse, geopolitical collapse, major trade wars.

For manufacturers, this ultimately means the optimization of their manufacturing plant to make sure they are efficient, agile and sturdy.

Move towards a postPandemic Strategy

I believe 2022 will be the year that companies of all sizes and industries will emerge from the firefighting era of the pandemic Responding to an era of operational change and restructuring in the form of a post-pandemic strategy.

there are a plethora of ways in which this can be achieved. TThe way forward is for manufacturers to learn from the crisis and proactively identify pain points and vulnerabilities about their operations. These can include challenges in accessing data and making decisionsmanufacturing resourcesor simply first answer planning major disruptions. From this understanding it is possible to develop sustainable, tactical improvements to eliminate them risks and limitations, also through the effective use of technology. organizationSNations can then develop a vision for the future with a pipeline of short- and long-term transformational opportunities that outline a path from recovery to success in the post-pandemic world.

The digital transformation will be crucial

Once a low priority in corporate budgets and agendas, over the past two years digital transformation has moved to the forefront of investments, particularly among those who have identified deficiencies in their technology and infrastructurewhich impaired their ability to respond and direct operations when the outbreak began. Now more and more manufacturers want to create nimble, flexible and proactive manufacturing environments – driven by data. It shows a notable shift from investments in electromechanical automation seen over the past few decades, which have focused primarily on improving efficiency and productivity.

We can now automate more than just manufacturing. We can streamline processes and give manufacturers intelligent tools to understand what’s happening in the factory so they can make informed decisions to drive improvements and adjust operations accordingly. Those who willingly collect, centralize, analyze and responding to real-time quality data are the ones best equipped to identify and manage future disruptions.

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