If you’re like most leaders of small- and mid-sized manufacturing companies, you’re great at bringing new and innovative products to market; forging deep, relationships with customers, suppliers, and business partners; and executing creative growth strategies through new product introduction, new customer development, and pinpointing acquisition initiatives.
However, you’re likely struggling to overcome organizational friction that causes delays in R&D and manufacturing. And you know that ignoring these challenges can really put your company at a big competitive disadvantage, possibly even threatening your company’s survivability.
So how can small- and mid-sized manufacturing companies do more with less? How can these companies remain competitive? And what specific steps can be taken to reduce the kinds of organizational friction that can block progress?
In our recently published eBook, How Manufacturing Leaders Reduce Organizational Friction, you’ll learn how to:
When it comes to reducing organizational friction within a manufacturing company, there’s often a disconnect between different departments that leads to both inefficient communications and miscommunications.
If your company has a complex manufacturing process that involves several departments, chances are you’re struggling with many of these same issues.
Left unchecked, these communications problems negatively impact product quality, manufacturing timelines, and revenue.
Is your manufacturing company adapting to today’s competitive realities? Share your comments below.