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Switching from manufacturing to service sector

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  • #49321

    Sunayana
    Member

    I would like to know:
    What are the challanges to a BB professional, while switching a job from a manufacturing sector to service sector?
    Thanks in anticipation.

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    #168466

    Sunayana
    Member

     would like to know:
    What are the challanges to a BB professional, while switching a job from a manufacturing sector to service sector?
    Thanks in anticipation.

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    #168474

    Siva
    Member

    Moving from a Manufacturing sector to Services sector involves1) Nature of products and processes changing from Discrete physically visible products and processes with visible value addition to invisible back office products and processes such as accounts payable ( the process of payment of an invoice received by an organisation in the correct time period ) or Voice based Inbound Outbound processes . need at least 3-6 months familiarization with the processes .
    2) Identification of Value added non value added and value enabled difficult for a Service Process
    3) Huge amount of metrics and data available for analysis as compared to Manufacturing set up.
    3) The understanding of a process as a set of steps with clearly defined Inputs , output and processing still holds valid.
    thanks

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    #168480

    Stevo
    Member

    The technical skills change a little, less hard skills such as DOE’s and more soft skills such as process mapping, FMEA or fish bones.  However, the biggest challenges I’ve seen with our manufacturing BB’s have been cultural.  
     

    Less hierarchal or military-ish.   Things get done through relationships and not through position.
    There is more passive-aggressiveness then straight aggressiveness
    Goals are often fuzzy
    Knowledge of the business (or how business is done) is important
     
    I’ve seen many a BB get very frustrated in the service sector.
     
    Stevo

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    #168677

    Sea
    Participant

    In manufacturing the benefits are widely known and accepted, I have found that in the service or transactional areas there is far more  skepticism and the only way I can get buy in is by demonstrating over and over the benefits.
    Contrary to an earlier post I have found that data is much more difficult to get hold of and one of the first things we have worked on is a set of metrics.

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    #168682

    Ed
    Participant

    I transitioned from mfg to svc many yrs ago. Agree on what’s been said so far and would add:
    1. Very obvious when scrap produced in mfg. It has a red tag on it. Very invisible in svc. but visible as rework. Look for instances wherever a task has to be redone and then do root-cause. Apply COPQ. Expect many questions and prioritize for meaningful hits to show results early, then get management approval to work further.
    2. Think knowledge-worker rather than factory-worker. See 3.
    3. (Re)view Ishikawa as follows:
    Man = Knowledge & skills different in an office environment, motivation, expectations, work as part of a team, people-interaction especially if customer-facing. (Lack of or poor) training is usually the big culprit here. Management thinks it should be obvious what to do.
    Machine = What do you see in an office? Answer: Highly-dependent on computers and when systems are down or slow everyone affected not just one operator at a malfunctioning punch-press.
    Materials = Raw materials are data and information. Inaccurate or incomplete data can be a major factor in poor quality as can material bought on the cheap that causes high scrap in mfg.
    Environment = Structure, processes and work-flow. As said earlier, use process maps to find non-value add which creeps into office methods usually because of no ownership. Environment can also be lack of defined objectives, non-learning environment, illogical incentives, etc.

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    #168748

    O’Connell
    Participant

    I agree with the prior posts but want to add one item – Behavior.
    Your dealing with people and their behavior (good, bad and ability to change) is where you’ll spend much of your time. If you’re to be successful, gaining the buy-in from your team is necessary as well as continual re-enforcement (consequences – pro/con) of the desired behaviors (process changes).
    Brian

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