{"id":45943,"date":"2021-03-12T08:00:15","date_gmt":"2021-03-12T13:00:15","guid":{"rendered":"https:\/\/blogs.solidworks.com\/solidworksblog\/?p=45943"},"modified":"2021-03-02T11:50:29","modified_gmt":"2021-03-02T16:50:29","slug":"learn-how-to-become-a-more-resilient-company","status":"publish","type":"post","link":"https:\/\/blogs.solidworks.com\/solidworksblog\/2021\/03\/learn-how-to-become-a-more-resilient-company.html","title":{"rendered":"Learn How to Become a More Resilient Company"},"content":{"rendered":"

Most mechanical engineers are familiar with the idea of resilience: \u201cthe capability of a strained body to recover its size and shape after deformation caused especially by compressive stress\u201d (Merriam-Webster<\/a>).<\/p>\n

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Bouncing back after the \u201ccompressive stress\u201d of 2020 tops the list for many manufacturers. Even if your company was able to thrive throughout 2020, numerous organizations are reconsidering how to build resilience into their operations.<\/p>\n

The next change is just around the corner\u2026.<\/p>\n

Slim Margins<\/strong><\/p>\n

Manufacturing is still reeling from the effects of the COVID-19 pandemic. Worker safety requirements have reached new levels. Related COVID-19 measures, including social distancing and other limitations, require extra time and money. And in many cases, workers are not able to perform their job duties onsite. Cost reductions, always a priority, are now critical as margins become tighter and tighter.<\/p>\n

Aberdeen\u2019s research<\/a> reports that over 50% of manufacturers experienced decreased sales during the downturns in 2020. Obviously your industry plays a crucial role in how your company fared. Management should begin to consider how resilience fits into their business strategies\u2014both on the cultural and operational sides. Resilient businesses tend to recover more quickly as unexpected challenges are faced head-on. And, teams are prepared to pivot when needed.<\/p>\n

Human Nature<\/strong><\/p>\n

Resilience may seem to be a vague concept to consider in your business strategy, especially in manufacturing, where production always seems to follow the same fundamental process. Quick changeovers in production are often unthinkable. And what about the people factor\u2014both managers and their teams: Humans naturally fear change.<\/p>\n

The preferred states of stability and predictability may lead to an inflexible mindset that abhors the notion of doing things differently.<\/p>\n

In today\u2019s market, the motivation to get rid of operational and process bottlenecks in both engineering and manufacturing is no longer a \u201cnice to have.\u201d To outpace the competition, it is now a must-have. Such motivation adds to company resiliency. But to survive, recover, or thrive during unexpected slumps in business is an entirely different scenario.<\/p>\n

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Follow the Leader<\/strong><\/p>\n

Resiliency is not easy to measure. However, there are best-in-class companies with a level of flexibility that enables them to remain\u00a0 more profitable and maintain their competitive advantage. Even though best-in-class companies are experiencing decreases in operating profit and revenue, they are softening the blow from the effects of the COVID-19 pandemic. How? By implementing initiatives to return their organizations to pre-pandemic performance levels.<\/p>\n

Aberdeen’s research<\/a> also reports that visibility into operations is critical for project profitability, time-to-decision, and productivity. Technology that tracks and records the status of every design, part, product, and shipment increases project efficiency by:<\/p>\n

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