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The fact that supply chain disruption made major news at the onset of the pandemic crisis in the United States shows the depth of its severity. “When the president or any global leader talks about the supply chain, that is not a good thing!” said Simon Ellis, VP of Supply Chain Strategies at IDC.
Ellis and Bart Talloen, VP of Supply Chain Innovation and Insights at Johnson & Johnson, took part as panelists on “The Implications”, an edition of the Manufacturing Leadership Council’s What’s Next for Manufacturing? virtual meeting series, which took place July 21. Based on the theme of the June Manufacturing Leadership Journal, this meeting was focused on supply chain impacts and future implications.
While today’s supply chains have better visibility and resilience than ever before, Ellis says they still aren’t resilient enough. Understanding the multidimensional nature of risk and creating a resilient supply chain is essential to minimizing risk, especially when disruptions seem poised to occur more frequently and with greater severity.
Looking into the future, Ellis says that while some elements of the supply chain will resolve themselves over the summer, it’s probable that demand shocks will persist. While it’s unlikely that most companies will undertake massive reshoring of their operations, it is likely they will re-examine where their goods and materials are produced and make changes that strategically prioritize resilience over cost savings.
Ellis identified five technologies that can help enable a more resilient supply chain:

• Cloud delivery/SAAS applications
• Control tower/digital twin
• Scalable data and analytics capabilities that inform real-time decision making
• Artificial intelligence and machine learning
• Multi-enterprise networks

For Johnson & Johnson, the top priority as the pandemic grew was to ramp up holistic multi-faceted risk management and supporting business continuity plans. From an end-to-end supply chain orchestration perspective, improving demand sensing and agile response to it and building supply chain resilience was key. With four facilities achieving the status of World Economic Forum Lighthouse Factories, the new demands brought about by COVID-19 were met by the company’s ongoing digital journey to bring together its existing innovation solutions into one integrated platform that could allow for end-to-end visibility throughout a digital ecosystem.
To meet intense changes in demand, J&J relied on a suite advanced M4.0 technologies to enable agility and flexibility. That included increasing the visibility of real-time data to make quick decisions. The company deployed AR on the factory floor and in warehouse and distribution centers for remote maintenance and engineering support as well as instructions and training. Other factory technologies were accelerated, such as advanced automation and robotics to help frontline workers and address staffing constraints. Also, 3D printing technology has been applied within J&J operations and outside in hospital systems, in support of the broader COVID response efforts (ventilators, masks etc.).
Talloen also shared an advanced example from J&J’s manufacturing operations called the MoBot, or Mobile Robot. These MoBots are standardized, stand-alone independent units (modules) that execute a single manufacturing or warehouse activity. They can be configured into integrated flexible, modular, and mobile manufacturing or supply systems. The MoBots use AI technology and have the ability to be reprogramed based on need in an easily reconfigurable production or warehouse line. J&J is deploying this approach in its pharmaceutical, consumer healthcare, medical devices, and over-the-counter drug manufacturing.
Asked for his feeling on whether complex global supply chains will give way to shorter regional ones, Talloen believes those changes will happen on a case-by-case basis. At J&J, the company is continuing to pursue its journey toward greater agility and customization, but it’s not one-size-fits-all. He believes that many companies may well now re-evaluate their suppliers and supply chain footprint as they identify specific areas of vulnerabilities and risk. The future will be about agility, adaptability and resiliency.
Supply chain risk is likely to remain a hot topic for at least the rest of the year as manufacturers reassess their operations, vendors, suppliers, logistics networks, and more. With no vaccine imminent and many parts of the United States currently affected by their own outbreaks, it’s likely that supply chain stability will be elusive for some time to come.
Recordings of all four What’s Next for Manufacturing? virtual meetings are now available on demand at: www.manufacturingleadershipcouncil.com/kbtopic/covid-19-resources/

Henry Stueber, Senior VP at Greene Tweed, believes today’s opportunities for manufacturing transformation represent one of the most energizing times in industrial history.

Q: What is your role and focus?
A: I am responsible for a variety of functions, including manufacturing, platform management, business development, advanced technology (R&D), projects, supply chain, marketing, quality, and process engineering. My focus is maneuvering the organization through transformation and unprecedented growth.

Q: What is the most pressing issue facing the manufacturing industry today?
A: Blending the knowledge from current successful leaders with the new skills emerging from talent that will take companies into Industry 4.0. Many senior leaders have been successful utilizing skills that fit the situation at the time. A new set of employees are entering the workforce that dissect data and disseminate information much faster. Blending the skills of the past with the speed of now, a new style work-force will emerge.

Q: What is the most important corporate initiative?
A: Factory Innovation and Technology Transformation – an initiative we call The Right FITT™. This new initiative is a five-year manufacturing strategy in line with Industry 4.0 technology and best practices. Our goal is to refocus and retool operations to better support a growing customer base and our employees as we look forward to the future.

Q: What will be the most important leadership qualities to possess in the future?
A: Urgency, accountability, and simplification, all driven by a never ending desire to learn and improve the world around you; this includes developing the next generation of leaders.

Q: What will be the greatest opportunities for manufacturers over the next five years?
A: The opportunity to transform the way we work is exciting and energizing. Major manufacturing changes are underway for only the fourth time in history. We are all fortunate to be part of this current transformation where we have the opportunity to reinvent ourselves, and our work. This transformation should energize us all.

Q: What is your favorite activity outside of work or the last book you read?
A: As a retired U.S. Naval officer, I enjoy taking time at the beach being with my family looking over the ocean. I have also enjoyed playing golf since an early age. Most recent impactful books are New Product Blueprinting by Dan Adams, Not Impossible by Mick Ebeling, and Turn the Ship Around by L. David Marquet.

Henry Stueber

Company: Greene Tweed
Location: Kulpsville, PA
Industry: Perfluoroelastomers, Thermoplastics, and Thermoplastic Composites
Website: http:// www.gtweed.com
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Winnebago VP Chris West believes manufacturing leaders must close the gaps that prevent their teams from being engaged and empowered.

Q: What is your role and focus at your company?
A: I am Vice President of Operations for Winnebago Industries. Winnebago Industries has multiple facilities in Iowa, Indiana, Oregon, Minnesota and Florida and is a leading U.S. manufacturer of outdoor lifestyle products under the Winnebago, Grand Design and Chris-Craft brands. We build the highest quality motorhomes, travel trailers, fifth wheel products and boats, which are used primarily in leisure travel and outdoor recreation activities.

Q: What is the most pressing issue facing the manufacturing industry today?
A: Obviously, there are always issues to face. Our current priority is addressing the shrinking amount of talent and skills available for our operations. We see this as a key issue we must address now, and in the future, so we’re actively working on strategies and partnerships to address this in our local communities.
Q: What is the most important corporate initiative?
A: We are a growing business that has doubled in 24 months and there are many challenges an organization faces with that type of growth. In order to grow, our business has to be scalable and we are in the process of implementing a new ERP system which is being strategically configured to not only support who we are today, but also to position us for who we aspire to be in the future.

Q: What will be the most important leadership qualities to possess in the future?
A: It is difficult to pinpoint a single most important leadership quality anyone must have, but we know that people often leave bosses not companies. I believe it is most important for leaders to recognize this and be people leaders who positively influence the lives of their teams and communities. By understanding the gaps preventing your teams from being engaged and empowered, you can evolve as a leader to close those gaps and unleash untapped potential. We believe you win with talent, and we must attract and retain that talent to win in the long run.

Q: What will be the greatest opportunities for manufacturers over the next five years?
A: I believe the greatest opportunity is being able to develop, implement, and leverage Industry 4.0. These trends in manufacturing technology are moving fast and manufacturers who are not taking the time to understand them and strategize on how they can, and will, create value for their businesses will be left behind.

Q: What is your favorite activity outside of work or the last book you read?
A: I’m an avid runner. I enjoy the peacefulness and solitude of running. It clears my mind and allows me opportunities to focus on specific problems I may be dealing with.

Chris West

Company: Winnebago Industries
Location: Forest City, Iowa
Size: $2 Billion Revenues (2018); 2,850 Employees
Industry: Recreational Vehicles, Marine
Website: http:// www.winnebagoind.com

Whirlpool VP Dale Laws feels clarity of purpose is essential for M4.0 leaders.

Q: What is your role and focus at your company?
A: I am Vice President of Manufacturing Operations for Whirlpool Corporation’s North American Laundry and Dishwasher facilities. We’re the world’s leading major home appliance company with 14 manufacturing operations in the North American Region (NAR). My focus is delivering our goals and objectives at four of our manufacturing operations and actively supporting the execution of our broader strategy across the NAR manufacturing enterprise.

Q: What is the most pressing issue facing the manufacturing industry today?
A: It’s an exciting time in manufacturing. We’re seeing advances in automation and robotics that are making these technologies more cost effective. Sensors, computing power and software advances are making true connectivity possible. All of these are coming together to allow us to produce and operate in new and creative ways. The issue is that the talent and skills to integrate these and other technologies into our operations, maintain them, and use the data to best advantage, is in very limited supply. I believe this will be a challenge for many years to come.

Q: What is the most important corporate initiative?
A: From a manufacturing perspective, our primary objective is to deliver our Manufacturing 2020 Strategy. This is globally aligned and the focus of all of our manufacturing operations around the world. It consists of six focused work streams ranging from infrastructure changes, to leveraging technology, i.e., Industry 4.0.

Q: What will be the most important leadership qualities to possess in the future?
A: Clarity of purpose. I may be a little old school with this one, but I consider some leadership traits to be fundamental and timeless. The pace of change continues to accelerate and does play a role in how I think about leadership. However, to me, this acceleration of change means that clarity of purpose is more important than ever. True alignment means questions can be answered faster at all levels of the organization. It can also be very engaging, motivating, and freeing for your team. They don’t have to wonder where we are going, or what success looks like, if you’ve clearly defined it for them.

Q: What will be the greatest opportunities for manufacturers over the next five years?
A: It’s Industry 4.0 and the connected factory. Most manufacturers are working diligently to understand how to leverage technology to drive additional value. However, we are still just scratching the surface. We are still early in our journey. What happens next? Perhaps, it’s the connected value stream. I believe the closer we get these connections to the customer, the more opportunity and value there will be.

Q: What is your favorite activity outside of work or the last book you read?
A: I tend to gravitate to those that involve things that are motorized, such as dirt bikes, cars, and flying powered paragliders.

Dale Laws

Company: Whirlpool Corporation
Location: Benton Harbor, MI
Size: $21 Billion annual revenues; 92,000 employees
Industry: Home appliances
Website: http:// www.whirlpoolcorp.com
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