Emerging from the Coronavirus Crisis

May 13, 2020

by Dean Simmons

The coronavirus pandemic created an economic crisis in this country which has been felt especially hard right here in Connecticut. Many businesses had to shut down due to being considered non-essential and to enforce social distancing measures.

For the most part, manufacturers in the state have continued to operate their facilities since they are considered essential businesses and they have the capability to remain open. Some have had to deal with workforce issues while others have been challenged sourcing raw material to keep operations going at full capacity.

As federal and state officials make inroads to minimize the ongoing effects of the health crisis, companies of all sizes in all industries need to prepare themselves to emerge from their current state as the economy reopens.

Business owners and leaders have steered their companies through this rocky period and now must plan for what is being called the new normal.

One thing manufacturers can be doing is taking a thorough look at their organization. They may be able to come out of this crisis, which may have stagnated their business to varying degrees, with a far more lean and efficient operation. Click To Tweet Lean is not about reducing headcount or doing more with less. It’s all about reducing waste in processes and aligning people where they add the most value.

It’s going to be a different world in terms of business and the economy as we move beyond the coronavirus situation. You can control the destiny of your business by positioning your operations and processes to meet and compete in the new manufacturing world order.

Resiliency and PlanningResiliency and planning will be key. To effectively bounce back, some companies may have to figure out how to operate in new ways and to do so better than the competition. Others may have to tweak or rethink their business models. Contingency plans should also be developed in order for a company to be prepared for future disruptive events or a potential return of the coronavirus later in the year.

Companies who found themselves vulnerable because they could not get needed parts and material may also want to build backup and safety plans for their supply chains. The supply chains built on just-in-time inventory and distributed component sourcing may have to be reconsidered if disruption was a detrimental factor to your business operations.

Above all, continue to communicate and be transparent with your employees, suppliers, vendors and customers. Keep everyone informed and be open to ideas and suggestions that could positively impact your business. As a business owner and leader, you have likely witnessed workplace transformations and innovations to maintain operational efficiency. Be sure to reinforce your appreciation to others throughout the organization.

This is not the time to stand still and wait for the way forward. Reassess your entire business operations, establish contingency plans and prepare your company to return to an effective and prosperous scale of production.

CONNSTEP solved a huge problem for us and helped us bring our delivery rate to 100%. As a direct result of that, we have been awarded with an increase in business which, ultimately, will also benefit (our supplier) Har-Conn.”

CT manufacturer Pegaasus

Chris DePentima

CEO, Pegasus Manufacturing Inc.

“I see great value in the new experiences and perspectives CONNSTEP brings to our business, at reasonable prices. They’re not like consultants, they’re like partners in the business – willing to roll up their sleeves and help.”

AGRussell logo

Mark Burzynski

President, Arthur G Russell Co

“CONNSTEP has proved to be a tremendous resource for ESI. CONNSTEP has helped us to adapt to today’s marketplace and remain a quality minded, competitive global player. Our ISO/TS16949 implementation process was efficient and rewarding. I look forward to our future projects with CONNSTEP.”

esi CT manufacturer

Ron Delfini

President, Engineering Specialties Inc.

“CONNSTEP worked with FuelCell Energy to educate and facilitate Lean initiatives and to help meet our needs to establish an overall production improvement plan. This plan has been utilized over a period of time as a ‘guiding light’ to spur numerous improvements that dramatically reduced our product cost.”

Tom Lucas

Manager, Fuel Cell Energy

“CONNSTEP is a valuable partner to Hologic, providing the expertise and ‘outside eyes’ everyone needs to keep their continuous improvement on track. We are now well-positioned on a dynamic growth path and look forward to a long-term relationship with CONNSTEP.”

Greg Safarik

VP Manufacturing Operations, Hologic

“Our experience working with CONNSTEP has brought us benefits we never expected. It’s a great team to work with!”

Bruce Wheeler

VP of Operations, Metal Finishing Technologies Inc.

“The goals of the team were to reduce manufacturing lead-time, reduce floor space utilized, and increase worker productivity. All the goals were met. CONNSTEP helped us to better compete.”

Tornik CT manufacturer

Dan Rubbo

General Manager, Tornik LLC

“The Business Growth Program is working well for us. We enhanced our website following the meetings to improve our SEO and become more visible to search engines. The segment on negotiating …  promoted changes in our thinking and improved how we interact with customers. The mentoring between sessions was helpful in boosting our progress.”

CT manufacturer Colonial Spring

Bill Lathrop

President, Colonial Spring Co.

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