Manufacturing Leadership in the 21st Century

Today’s manufacturing companies compete in a market underpinned by huge leaps in science and technology products and processes, but which have no structured framework for them to assess and implement relevant leading-edge technologies to maintain a competitive edge. There is a latent need - and demand - for strategic manufacturing leadership and development expertise. Within Yorkshire and Humberside, a region with a traditionally strong manufacturing base, these changing needs have been assessed by the University of Leeds, working with Yorkshire Forward, the regional development agency, and the Manufacturing Advisory Service.

Manufacturing professionals face challenges created by the fast pace of technological progress, the globalisation of markets and pressures for sustainable development. Leadership development can be achieved by integrating cutting edge management and leadership theories with organisation needs and harnessing career development plans for key individuals.

Experience shows that corporate leadership requires managers to be equipped with up to date knowledge and skills required to create forward-looking, innovative and dynamic manufacturing organisations. A combination of cutting-edge theory in business and engineering and practical application in the context of personal and organisational development is considered to be the only effective way to maintain competitive advantage.

Successful leadership education is achieved by a strong academic input supported by practitioners from leading technology and manufacturing companies and creative teaching approaches that foster co-operative and experiential learning.

Academics at Leeds University have developed a methodology for delivering education that builds conceptual foundations informed by the interface of business and technology. The key elements of the process are:

• critical reflection on the links between theory and practice,
• an interdisciplinary mix of core and specialized modules and
• a learning environment designed to promote active participation in the learning process with a strong emphasis on group and syndicate work.

Key topics for manufacturing leadership

Common threads for all companies can be grouped under the key topics of strategy, operations, leadership and technology. Strategy is concerned with understanding the role of technology, manufacturing operations and engineering knowledge in creating and sustaining a competitive advantage. The Operations stream covers topics relevant for managing manufacturing operations in a global context. Leadership is focussed on managing people in technology-intensive companies and the social implications of change for workers at all levels. The Technology stream raises students’ awareness of different advanced technologies and the potential for increasing the competitiveness of manufacturing organisations.

The application of the concepts learned within these key topics are company and industry specific. However, learning is informed by case studies, team working and exchange of ideas within a cohort.

The final stage of learning is through an in-company project, which also offers opportunities to critically examine issues of strategic importance to the business. As a result of this process, managers may return to their organisations with a fuller broader knowledge of available technology and how to structure timely and effective strategic interventions at different levels within their organisation.