To (Re)industrialize, let’s (Re)vitalise the teams !

FRANCE, ON THE PODIUM OF THE OLYMPICS INDUSTRY… IS THAT ENOUGH ?

At the Paris 2024 Olympics, France celebrated its athletes and para-athletes with 139 medals, ranking 7th globally. At the 2024 WorldSkills in Lyon, the “Olympics” of industrial trades for young people under 25, France emerged as the leading European country! But beware, the competition is fierce. Young Chinese and Korean participants scooped up more than 60 gold medals across industrial trades, from welding to robotics, leaving France on high alert.

In recent years, new reindustrialization policies have emerged, placing industry at the heart of the France’s 2030 plan. According to the latest DGE barometer (1), nearly 400 industrial sites have opened or expanded. This double-digit growth is a welcome change after decades of deindustrialization.

A revival in sight? To encourage it, much more effort is needed, as France is starting far behind its rivals.

France has gone from being a pioneer of the industrial revolution to ranking among the last industrialized nations in Europe, with industry contributing just 17% (2) to the national GDP, narrowly ahead of Luxembourg and Cyprus.

REINDUSTRIALIZING THE NATION : MORE THAN A NECESSITY

Government policies now prioritize reindustrialization, but are we operationally ready? Efforts in attractiveness, training, and operational excellence must be celebrated and strengthened. A shift in industrial culture is essential for sustainable success.

Based on our experience as a consulting company, we have identified three main points to drive the transition toward operational and cultural excellence in industry :

#1 Give Purpose

Virtuous, inclusive, and collaborative industrial models must be promoted. Every employee has their own perception of the company’s value. We need engaged and exemplary leaders to articulate the vision of success, define ambition, and assess teams’ readiness for change. I have personally observed that employees are more likely to engage when they feel heard, respected, and aligned with the company culture. Rather than convincing them, ask yourself: What is the expected impact on the ground? Are the teams ready for this change? What are their thoughts and ideas?

#2 Highlight On-the-Ground Solutions

Production is driven by daily routines. Behaviours are shaped by performance perception and managerial support. It’s time to question and enhance on-the-ground management systems. Moving toward “autonomous production cells” is crucial. An industrial site manager recently told me, “The one who does the work is the one who knows.” Collaboration with operators is the key to success. I’ve always been struck by how the best solutions come from the ground!

#3 Make managers proactive

Managers play a crucial role. Currently, 75% of their time is spent reacting to events, creating a vicious cycle. By sharing their daily work and helping them solve problems, they can become truly proactive. The key to continuous improvement, sustainable best practices, and strategy execution lies on the ground. First-line managers in production play a major role. They deserve coaching similar to high-level athletes: being guided, trained, and supported.

TOWARDS A COLLECTIVE AND EFFECTIVE INDUSTRIAL CULTURE

To succeed in reindustrialization, a new industrial culture is essential—one that is effective, collective, and virtuous. This involves training young people in industrial trades, promoting Industry 4.0, passing on expertise on the ground, and integrating more socially and environmentally virtuous models.

One of our clients noted that it takes five years to fully train a qualified engineer in their field. Valuing, training, and retaining talent is imperative. We are proud to have contributed to reducing turnover and re-engaging stakeholders at a major player in the naval industry.

Restoring a collective industrial culture helps to:

• Create a consistent and clear framework for employees, facilitating understanding of expectations and engagement.
• Encourage listening, which translates into higher motivation and talent retention.
• Improve organizational, operational, and financial performance.

For several years, we have been supporting major players in the industrial sector on various projects, including establishing an industrial culture. Discover one of our client cases on this topic by clicking on the following link: https://www.spirit-advisors.com/nos-cas-clients/une-culture-industrielle-collective-retrouvee/

Sources: (1) DGE, 2023 barometer, (2) World Bank, 2022