Here's how you can hone your intuition and gut instincts for strategic decision making in manufacturing.

Honing your intuition and gut instincts for strategic decision-making in manufacturing involves a blend of continuous learning and practical experience. Stay updated on industry trends, emerging technologies, and best practices through reading, attending seminars, and networking with peers. Regularly analyze past decisions, both successful and unsuccessful, to understand the underlying factors and outcomes. Engage in scenario planning and simulations to develop a deeper understanding of potential impacts. Additionally, seek mentorship and collaborate with seasoned professionals to gain diverse perspectives and insights that can refine your intuitive judgment.

In my opinion, leaders must take an active role in others by questioning, listening and be empathetic because those characteristics are providing relationships of trust and care. Of course, this is not simple because leadership is only a condition given by others and must be earned in a continuous basis.

Although we expand our knowledge on the theory, it is necessary to translate to practice in order to align our thinking with our actions in the field. Also, it is important to include inquiries and understandings, which eventually reach beyond any intuition. Many unpredictable situations will be continually found into our awareness and consequences will shape our future knowledge.

If you want to stay on top of manufacturing trends, it is a must to get as much exposure as possible. Trade shows and magazine publications are not enough. A couple hours a week of dedicated time to research and learning will pay dividends when it comes to outside the box thinking.

A clear mind provides cognitive horizons to think what it's possible and influenced by our grasp of detail and context. The more we are aware of what is happening in our work environment, the more we can engage intrinsic motivation to take a decision with flexibility and creativity.

One time working in a cross-functional team environment, our leader with much experience asked us for the team effort and what resources she can pull together to get the project done. She also told us that the working conditions is no longer what she can do, but rather what us, the team can do.

Once we form a cross-functional team, the goal is to be self-generated and self-sustaining, which allows order, dynamism, and self-organization to prevail. Team members have opportunities to share their input in the decision-making process as well as opportunities for leadership. Also, it is important to encourage team members to expand their highest abilities on tasks assigned and are welcome to present their results in a clear format even different than the one used routinely.