Authored by John Clemons, MESA Marketing Committee Chair, based on an interview with Chris Monchinski, MESA Manufacturing Analytics Working Group Chair
It should not be new news to anyone that MESA
International is developing a new Smart Manufacturing Model. It covers a lot of
ground with chapters on the lifecycles of supply chain, personnel, order to
cash, product, production, and production assets.
The fundamental purpose of the new Smart Manufacturing
Model is not to be descriptive in explaining what Smart Manufacturing does, but
to be prescriptive by providing recommendations on how people can be smart in
their manufacturing endeavors.
I recently got a chance to talk with Chris Monchinski,
who’s heading up the Personnel Lifecycle team, to talk about what’s going to be
in the personnel chapter of the new MESA Smart Manufacturing Model.
He said, “We’ve been managing the personnel lifecycle
from hire to retire since the original industrial revolution. And, for the most
part, we’ve been doing it reasonably well. What’s new is that we now have the
enabling technologies we need to really do the job right. We have the
technologies we need to streamline and optimize the task so that it’s not a
burden on the organization and it’s continued to be done as well or better than
it ever has.”
That’s very true. There’s no lack of technologies, very
good technologies, that support the personnel lifecycle from hire to retire.
Technologies that really do a good job of managing the lifecycle easily and
effectively. But what makes it “smart”? I asked Chris this question.
He answered, “What makes it smart is that we can now
integrate the personnel lifecycle in with the other manufacturing lifecycles.
We can integrate these personnel technologies into the technologies of the
other manufacturing lifecycles.”
That means we can now get an integrated view of training
records. We can understand the full range of skillsets needed for manufacturing
and who has and doesn’t have those skillsets. That means we can get the right
people for the right job at the right time. And we can know who’s certified and
who’s not for a specific task.
All that means that we should be much smarter at
evaluating skillsets, at using people to improve productivity in the right ways
at the right times, and should be much better at the planning and scheduling of
I asked Chris what business benefits we gain from all
this. He replied, “The business benefits are tremendous. For the first time we
get a thorough understanding of the skill gaps that exist. We get a good
understanding of the training gaps. We finally understand the importance of
change management and where it works well and doesn’t work well. We get a good
understanding how well our training programs are working and where we need
additional training and such. We finally get to implement HPWS and P4V programs
the right way – the smart way. All because we finally have the personnel
technologies we need and can integrate those technologies with the
manufacturing technologies to get a complete solution.”
Again, that’s all true. With the technologies that enable
the personnel lifecycle, and the integration of that lifecycle into the entire
manufacturing process, we can now understand the skills required for a task and
the people who have those skillsets. We can, for the first time, start to
optimize the people as a critical resource, and maybe for the first time,
really start to use people effectively and efficiently.
This is what’s going to be in just one chapter of the new
MESA International Smart Manufacturing Model. This chapter is on the personnel
lifecycle and there’s chapters on many other key aspects of manufacturing
operations. They aren’t academic and they’re not descriptive. They’re practical
and prescriptive, dealing with how we can be smart in the real world.
Stay tuned for more looks into chapters of the new MESA
International Smart Manufacturing Model.