In addition to keeping pace with technology, succession planning with staff is vital to plant success.
Succession planning insights
- Succession planning is essential for manufacturing and industrial companies as experienced workers retire and take decades of institutional knowledge with them.
- Strong succession planning helps organizations protect continuity, transfer critical expertise and prepare the next generation of plant leaders.
For 19 years, I have had the privilege of being connected to Plant Engineering in some capacity, first as a senior editor and most recently as editor-in-chief. During that time, the brand, the audience and the manufacturing world it serves have changed dramatically. It has been a privilege to help guide Plant Engineering through many of those changes.
The publication has sharpened its technical focus, expanded its educational mission through webcasts, grown its online presence and strengthened its enewsletters and ebooks. We have revitalized important coverage areas, broadened our audience and recognized leaders along the way. More importantly, Plant Engineering has continued to serve the people who keep manufacturing plants, facilities and industrial operations running safely, efficiently and profitably.
As I step away from this role, I do so with appreciation for the audience, contributors, advisers and colleagues who have made this work meaningful. I also leave with confidence in the strength of the brand and in the importance of preparing organizations for what comes next.
That idea โ preparing for what comes next โ is not only relevant in media. It is critical for every manufacturing and industrial company.
Succession planning often is treated as a human resources exercise or a leadership topic reserved for the executive suite. It should be much more than that. In a plant environment, succession planning is about continuity, safety, productivity and knowledge transfer. It is about making sure the organization does not lose years of experience when one person retires, changes roles or leaves unexpectedly.
That challenge is becoming more urgent as baby boomers continue to retire at a rapid pace. Many of these employees have spent decades learning the equipment, processes, shortcuts, risks and history of their facilities. They know why a system was designed a certain way, which recurring problems require special attention and what early warning signs should not be ignored. Too often, that knowledge is undocumented, informal and carried in someoneโs head.
The manufacturing industry cannot afford to let that expertise walk out the door.
Effective succession planning starts with identifying critical roles and critical knowledge. Which positions would create the greatest disruption if they were suddenly vacant? Which employees hold specialized process knowledge, maintenance history or customer and supplier relationships? Which tasks are understood by only one or two people?
From there, companies should document procedures, create mentoring relationships and give emerging leaders opportunities to learn before a crisis occurs. Cross-training should be intentional, not occasional. Younger employees should be invited into problem-solving discussions, shutdown planning, reliability reviews and capital project conversations. Experienced workers should be given time and support to teach, coach and record what they know.
Succession planning also requires a culture that values knowledge sharing. Employees should not feel that sharing expertise reduces their value. It increases the organizationโs resilience.
The future of manufacturing will depend on advanced technology, automation and digitization, but it also will depend on people. The best time to prepare the next generation is before the transition is urgent.
