Long treated as a simple equation of output versus input, productivity is often reduced to doing more with less. But these days operational complexity is increasing and new technologies reshape the factory floor, meaning that a more nuanced, human-centric approach might be needed.
As the UK marks its third annual National Productivity Week, manufacturers are being encouraged to look beyond traditional efficiency metrics. We spoke with three experts to get their take on what productivity really means in a modern industrial context.
Moving beyond the ‘more with less’ mindset
Today, productivity is less about trying to squeeze more results out of constrained resources and more about building resilient, adaptable systems that perform consistently under pressure.
Paraic O’Lochlainn, VP of eMaint, a Fluke Corporation Brand, argues that the sector must move away from outdated definitions. “For too long, manufacturing productivity has been framed as a maths equation: more output, lower cost, fewer people,” he explains. “Early AI reinforced that mindset. But that’s no longer where the biggest losses – or gains – are coming from.”
Instead, O’Lochlainn points to something else as the real productivity killer. “The real enemy isn’t throughput; it’s variability: unplanned downtime, supply chain disruption, inconsistent maintenance execution, hard-to-find information, and critical expertise walking out the door.”
This shows that productivity is increasingly becoming a question of stability and knowledge flow. When frontline teams lack access to the right information at the right time, inefficiencies quickly compound. “The mistake isn’t moving too slowly on automation – it’s trying to automate everything at once,” he adds. “When technicians spend more time searching than solving, productivity breaks long before capacity does.”
This highlights a clear shift in mindset. Manufacturers are starting to realise that productivity gains are often achieved by enabling people rather than replacing them. It’s about ensuring that workers can execute tasks reliably. This has become a defining factor in operational success.
As O’Lochlainn concludes: “This isn’t about doing more with less. In high-stakes environments, productivity comes from enabling skilled people to perform consistently on every shift, at every plant, every day.”
Where productivity is won or lost
Despite advances in automation and digital transformation, many manufacturers still struggle and face challenges in workforce enablement. Mark Williams, Managing Director EMEA at WorkJam, emphasises: “Productivity in manufacturing is shaped by where output is really won or lost; on the frontline, and in the quality of day-to-day management. Small improvements here compound quickly, lifting both efficiency and engagement across operations.”
In particular, onboarding practices and training still remain a significant issue. “The reality is that onboarding still absorbs weeks of effort and significant cost, yet many new hires take months to reach full productivity,” Williams notes. “Managers are stretched across shifts and sites, often repeating the same training or correcting the same gaps.”
Here, digital tools are playing an increasingly important role in streamlining processes and ensuring consistency across teams.
“Communication that relies on noticeboards or word of mouth often leads to fragmented messages across shifts and teams, ultimately causing confusion and disengagement across the workforce. A single digital channel keeps instructions, safety updates, and priorities aligned across the floor.”
Mark Williams, Managing Director EMEA at WorkJam
The result is improved efficiency and a more engaged and informed workforce.
Williams summarises: “When frontline teams can learn, communicate, and act in real time, productivity flourishes. Managers spend less effort chasing gaps, and more time improving performance where it counts most. Consistency matters just as much as speed when it comes to productivity.”
AI as an enabler, not a silver bullet
While workforce optimisation is a key pillar, it is no secret that technology, and in particular AI, is reshaping how manufacturers approach productivity.
Josef Al-Sibaie, COO at Syspro, highlights the growing role of AI in reducing time spent on low-value tasks. “Productivity in UK businesses is often limited by how much time is spent on repetitive admin tasks, rather than finding solutions to more complex issues,” he says. “AI is starting to change this by speeding up how quickly teams can move from a problem to a workable solution, whether in planning, analysis or day-to-day operations.”
By accelerating workflows and reducing manual intervention, AI enables employees to focus on higher-value activities such as problem-solving and innovation.
“The real opportunity here goes beyond efficiency,” Al-Sibaie continues. “As routine work is automated, employees have more space to focus on critical thinking and more creative problem-solving.”
However, unlocking this potential requires a cultural shift as much as a technological one. Organisations must empower employees to experiment with AI and develop the skills needed to use it effectively. “Curiosity and shared learning across teams sits at the heart of this,” he adds, noting that businesses must move beyond viewing AI as simply a tool for answering questions and instead see it as a driver of meaningful operational work.
There are, of course, challenges. Skills gaps, trust in AI outputs, and the ability to extract actionable insights remain barriers for many organisations.
“Given that knowledge now sits at everyone’s fingertips, it is the ability to synthesise actionable insights from this knowledge that will truly differentiate,” Al-Sibaie concludes.
A holistic approach to productivity
For manufacturers, the message this National Productivity Week is clear: there is no single solution or silver bullet. Productivity is not a static target but rather an evolving capability that must adapt alongside technology, workforce dynamics and market pressures.
Ultimately, the most successful organisations will be those that take a holistic view. Balancing people, processes and technology to create systems that are not only efficient, but resilient and consistent.
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