An APS (advanced production scheduling) tool shines here. Quickly rescheduling around the breakdown to prioritize the most critical work while still considering physical constraints and overall goals is key. A good APS will consider alternative routes, move critical operations, adjust shift patterns to compensate for lost capacity, and visualize the effects of these choices on critical KPIs. By performing multiple what-if scenarios and comparing the results, a scheduler can determine the best course of action to minimize the impact of the breakdown and get a new schedule out to the floor and things back on track quickly.

Leaders shall be one to whom all are seeing with HOPE. So first of all, rather reacting sit with all stakeholders holders who involved in process. Drill down the critical projects and its deliveries. Get machine uptime info. Divert resources on urgent deliveries only. Study the pattern and inform the customers in case if you are going to fail. In some scenarios, it may be we need to offload some load and get it done to from sources just to meet customer requirements and long term confidence. Optimisation of available resources also need to be tracked minutely. Once the machine is up, we need to assure our customer on faster execution.

Risk and oppourtunity register is one of the greater tool can be used as solution for this . In this Risk Register , we need to log the possible risk that can come in manufacturing conisering the intrested parties . *drill down the entire process into sub process * identify the risk involved in each process * come up with mitigation plan * log the mitigation time and keep the actions in place with this when ever there is an issue , we have the immediate solution in place , just follow

As a Lean Six Sigma Master Black Belt, I’ve learned that when machinery fails, strategy kicks in. First, get to the root cause—was it poor maintenance or just wear and tear? Fix the immediate issue, but tackle the underlying problem to avoid repeat failures. Next, look at options: redistribute work to other machines, run extra shifts, or temporarily outsource to hit your quotas. Flexibility is key. Lastly, tap into your team’s creativity—Lean Six Sigma thrives on collaboration. Meeting production targets isn’t about panic; it’s about smart, adaptable solutions that keep things running smoothly long-term.

The following approaches can be deployed in this kind of situation: 1. Crisis Management- Deal with the current situation through best available options like extended working hours, outsourcing/alternate process, holiday working etc. Also give enough time to the maintenance sufficient time to fix the machine properly . If needed call the OEM person to resolve issues permanently 2. Scenario Planning and planned upgradation: as a long term measure build various scenarios and planned alternate options. it may extend to long term investment in facility upgradation, capacity buffer building etc. 3. Maintenance Capability Building: This the most crucial which entails use of training , coaching, stuffing , diagnostic tools , digitalization etc.

"Resilience in production isn’t built overnight—it's engineered with foresight." To hit production targets against machinery failures, I rely on a multifaceted approach: -Integrate predictive analytics and IoT sensors to monitor machine health continuously, anticipating breakdowns before they happen -Create flexible shift patterns and buffer stocks for critical items to accommodate unplanned downtime -Establish strong relationships with suppliers to ensure quick access to replacement parts or outsourced production when needed -Empower teams with decision-making autonomy, so they can make real-time adjustments on the shop floor

Try to fix machine as soon as and meanwhile increase the work hours and try to use maximum manpower in junk department send out source for making etc.

When a machine fails, staying calm and acting quickly is crucial. First, check the machine to see what’s wrong and how long repairs might take. Shift resources around—if other machines can handle some of the workload, make that switch. Focus on the most urgent orders to keep key customers happy. Involve the team in finding solutions; their insights can help adjust schedules and improve output. Finally, communicate openly with clients about any delays while you work on a backup plan for the future, like regular maintenance or spare machines.

Machine failures are common in any production line. However, we need to identify Critical-to-Delivery machines and have contingency plans for them to ensure seamless supplies. These machines must also be covered under Predictive Maintenance to minimize surprises at any point in time.