The downsizing, re-engineering and other actions that have revised manufacturing into lean and mean operations has removed that manufacturing capacity cushion, hence the move to consider recovery plans. An admirable trait in some ways and one that can help facilitate manufacturing recovery, but not one that should be relied on solely. Such an attitude can help solve problems that can occur during a disaster situation and which were not considered during the development of the recovery plan. In addition, it must be remembered that manufacturing operations deal with emergencies in the normal course of business. For example, equipment breaks down, suppliers miss deliveries, and employees get sick.
Management handles such emergencies in their stride.
It is therefore important that recovery plans accommodate and build on such capabilities. Many non-manufacturing recovery plans contain detailed procedures laid out in a specific sequence. That will not work with manufacturing operations. In the first place, it is contrary to normal ways of operating. Most manufacturing personnel are happier with flow charts and the like.