Here's how you can navigate through challenging times with resilience as an engineering manager.

Change is inevitable in engineering. Use it as a springboard for growth and innovation. I once led a team through a major tech overhaul, moving to a new build tool. They key was to run small pilot projects first, which revealed efficiency gains and got everyone excited. This flexibility turned initial resistance into enthusiasm, showing that adaptability can transform challenges into stepping stones for success.

Critical processes have to be mastered to bring in core and cross functional skills to convergence for a comprehensive monitoring and corrections protocols to be built into the manufacturing system; the basics for driving excellence on the shop floor. Noise in circuits for electrical drives, thermal systems, hydraulic drives and pneumatics networks will have to be studied in detail, monitored with neta data and usage of inferential statistics driven at to arrive at predictions for potential disruptions or breakdowns in the equipment or quality of the in-process parameters. All said and done, an engineering manager needs to grow into a role of custodian for quality in the process; quality of equipment, drives and the productivity.

Clear communication is crucial, especially in tough times. As an engineering manager, I ensure everyone is aligned and information flows transparently. Always, during challenging projects, holding recurring open forums (like demos) where team members could discuss updates and hurdles has shown to be valuable for both stake holders and developers. This practice not only kept everyone informed but also built trust and fostered collaborative problem-solving, turning potential issues into collective achievements.

Empowering your team is key to building resilience. When members feel trusted and valued, they take initiative and contribute innovative solutions. I’ve always favored a decentralized decision-making model, giving teams more control over their projects and conveying trust. This approach led to increased ownership, creativity, and a stronger, more adaptable team capable of tackling any challenge head-on.

É crucial criar um espaço onde todos os membros da equipe se sintam à vontade para contribuir. Esse ambiente deve ser aberto e incentivador, independentemente da ideia apresentada. Em seguida, uma análise crítica deve ser realizada em conjunto para direcionar o caminho do time. Essa atitude promove um clima organizacional colaborativo e leve. Adotamos uma reunião mensal chamada OPEN MEETING, onde cada colaborador expõe seu trabalho para os demais do time e apresenta futuras ações. Nesse momento, novas ideias são discutidas.