B

Backup Plan - need it
Every critical project needs a backup or contingency plan - if not fully documented, at least thought through to a certain extent. If it's a very high risk or high profile project, consider having two backup plans - a Plan B and Plan C. But there is no need to constantly communicate high-level contingency plans with the team; that would deliver the wrong message. The team must focus on executing a successful Plan A and individuals encouraged and expected to pro-actively implement back-up plans at their level. Challenge your staff to make sure they are considering contingencies as the project progresses. Back-up plans apply to both good and bad turns of events. What if the project is completed earlier than anticipated? Have you considered how you might take advantage of the opportunity? What if a key supplier fails to deliver or, worse, goes out of business? What are the alternatives? As plans and timelines progress, the contingency plans must be reviewed to make sure they are still applicable and can be effectively and quickly be implemented should the primary plan no longer apply or fail. Here's where having a solid supplier and sub-contractor base helps immeasurably by offering alternative sourcing and resource options if required.

Big Picture - look at it
Identify the problem or challenge, think things out, weigh the pros and cons, get input from others, and then act decisively. As a leader, you need to gather input from all sources, review the options for and against, and then confidently deliver a plan of action. Searching for the "best" solution is the goal, but certainly not at the expense of delaying action by getting bound up in a state of analysis paralysis. Perfection is nice and something we should all strive for, but perfection is not always needed nor attainable at reasonable cost and time. Exercise the "art of compromise" and follow up with a decisive plan of action. An imperfect, yet acceptable and well thought out plan is better than a "perfect" but unrealizable plan. A plan is just a plan; it can and needs to change if the situation warrants, but throughout, decisive (pro-) action is needed.

Box - think outside of it
Sometimes it takes an outside influence or outsider to help you think outside the box. You need to encourage the "no idea is too crazy" approach but ultimately make sure that decisions made are responsible ones grounded in reality. Work with your suppliers and contractors in the early stages to get their input. Let them put their renegade ideas on the table. What new products or services can they offer you to lower your costs, differentiate your product, or do more with less? Also see Common Sense, Brainstorming.

Brainstorming - encourage it
Encourage debate of ideas, constructive criticism, and presentation of alternative proposals. Some healthy skepticism is good; minority opinion needs to be heard. If these are lacking, it could be a sign that your team has lost it's creative spark. While championing the debate, you also need to manage it and make sure things don't get too carried away. Make sure the outcome is resolution, not debate. The team needs to be encouraged to think outside the box, but then get all to focus in on a plan or solution. Then make sure consensus and buy-in are reached, decisions are made, goals are set, and accountability is established and agreed to. Ask lots of questions, challenge assumptions, and encourage others to do the same.

Burn-Out - avoid it
It is common for a manufacturing environment to be in a sustained state of controlled chaos - nothing wrong with this as long as it remains in control. No doubt there will always be periods of intense and extraordinary effort needed to solve a problem or meet a deadline, but this cannot be sustained endlessly. If the environment is in a never-ending uncontrolled crisis mode, individual and organizational burnout is inevitable. Management needs to recognize this and, no doubt, address the fundamental underlying problems causing the out-of-control situation. Recognize the difference between controlled (manageable) and uncontrolled (unmanageable) chaos, as well as the signs of burn-out of your staff and yourself. Insist that your staff enjoy some balance to their lives. Do what you can within the work environment to enable them to achieve this balance. See Culture.