{"id":5646,"date":"2018-12-21T10:00:05","date_gmt":"2018-12-21T10:00:05","guid":{"rendered":"https:\/\/www.sage.com\/en-gb\/blog\/?p=5646"},"modified":"2026-01-29T10:27:45","modified_gmt":"2026-01-29T10:27:45","slug":"effective-manufacturing-operation","status":"publish","type":"post","link":"https:\/\/www.sage.com\/en-gb\/blog\/effective-manufacturing-operation\/","title":{"rendered":"Morven Burden: 8 top tips on running an effective manufacturing operation"},"content":{"rendered":"
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\n\t\t\t\t\t\t\tStrategy, Legal & Operations<\/a>\t\t\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t
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\n\t\t\t\t\t\tMorven Burden: 8 top tips on running an effective manufacturing operation\t\t\t\t\t<\/h1>\n\t\t\t\t<\/div>\n\n\t\t\t\t\t\t\t\t\t

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\n\t\t\t\n\t\t\t\t\"\"\t\t\t\tStacey McIntosh<\/span>\n\t\t\t<\/a>\n\n\t\t\t\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t<\/div>\n<\/div>\n\n\n\n

Running a smooth manufacturing operation can be challenging. With many moving parts to deal with, from logistics and the supply chain to health and safety, managing those operations takes a lot of organisation.<\/p>\n\n\n\n

And with the manufacturing industry moving quickly as technology plays an ever greater role, what with artificial intelligence<\/a> and machine learning making an impact, a shift in how things are done is something business leaders need to be aware of.<\/p>\n\n\n\n

One person who appreciates the challenges of running a manufacturing operation smoothly is Morven Burden. A factory manager for snacking and biscuit manufacturer Pladis<\/a>, she\u2019s based at a site in Romania.<\/p>\n\n\n\n

At the age of 27, Morven is the company\u2019s youngest ever factory manager \u2013 an accolade that led her to win the Young Manufacturer of the Year award at The Manufacturer MX Awards<\/a> for 2018, an award proudly sponsored by Sage.<\/p>\n\n\n\n

On her award win, she says: \u201cIt was a huge sense of achievement. It was a great honour to hear I was selected as the winner. It feels great to have some external recognition for the professional journey I\u2019ve taken so far as well the internal that I\u2019ve received up to now. I love to share my story and passion for manufacturing.\u201d<\/p>\n\n\n\n

Morven Burden\u2019s role at Pladis<\/strong><\/h2>\n\n\n\n

As the factory manager at Pladis\u2019 only site based in eastern Europe, Morven oversees a team of 250 employees and manages the manufacturing, engineering, logistics, supply chain, food safety, quality, health and safety environment. \u201cWe supply to the Balkans and further west as well,\u201d she says.<\/p>\n\n\n\n

A love of baking combined with an economics and management degree led to Morven beginning her career at McVitie\u2019s (which is now owned by Pladis) as a team manager, and she has worked her way up in a short space of time.<\/p>\n\n\n\n

Having had numerous manufacturing stints, including the management of two production lines in Carlisle, the flagship factory in London, a factory in Leicester where she managed food safety, food quality, environment and security, and head office (\u201cWhere I did a role in capability, which looks at what products should be made at what sites\u201d), Morven brings a lot of experience and insight to the table.<\/p>\n\n\n\n

Of her current role, she says: \u201cWe manufacture a brand called Ulker. How the UK sees McVitie\u2019s is how Turkish people see Ulker. It\u2019s a huge brand over here. There are seven factories in Turkey that make Ulker, then us in Romania that also makes Ulker.\u201d<\/p>\n\n\n\n

This article shares Morven\u2019s experiences and offers eight pieces of advice plus key takeaways on how to run an effective manufacturing operation.<\/p>\n\n\n\n

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1. Consider costs and benefits when dealing with challenges<\/strong><\/h2>\n\n\n\n

From dealing with the supply chain<\/a> and equipment problems to overseeing quality control and getting the right team in place to achieve business outcomes, manufacturing challenges can come thick and fast.<\/p>\n\n\n\n

Morven says: \u201cAll throughout my career so far, there have been challenges to manufacturing to deal with.\u201d<\/p>\n\n\n\n

But by putting the right strategies in place, you can overcome those challenges and keep things moving in the right direction.<\/p>\n\n\n\n

For Morven, it comes down to costs and benefits.<\/p>\n\n\n\n

She says: \u201cI\u2019ve learned that with any problem or challenge you come up against, you balance out the costs and the benefits.<\/p>\n\n\n\n

\u201cSo whatever the problem, whatever the topic, I always look at what the costs would be, and what the benefits and different options are for the solutions. Then as a team, we review the costs and benefits to come up with the optimal solution.<\/p>\n\n\n\n

\u201cBecause it\u2019s a different problem every day, I have the same approach to each one of them just to make sure I can come up with the best solution.<\/p>\n\n\n\n

“So whether it\u2019s a machine issue or a people issue or a production issue or a distribution issue, it\u2019s always \u2018what\u2019s the cost of that problem and what are your options and benefits to solutions?\u2019\u201d<\/p>\n\n\n\n

Key takeaway<\/strong><\/h3>\n\n\n\n

Consider costs and benefits when dealing with business and manufacturing challenges. Turn to your team, get their feedback, think about the options that are available to you then come up with an optimal solution and put it into practice.<\/p>\n\n\n\n

2. Use upgraded software to stay on top of your processes<\/strong><\/h2>\n\n\n\n

With Morven\u2019s background working at Pladis\u2019 sites in the UK, she\u2019s seen a side of the business that uses \u201cthe same kind of software and the same kind of processes and procedures\u201d across its seven factories. However, things work differently in Romania.<\/p>\n\n\n\n

She says: \u201cIt uses very different software and processes \u2013 and actually very little to be honest. A lot of it is done manually or on Excel.<\/p>\n\n\n\n

\u201cI\u2019ve realised how different that operation is but it all depends on that maturity and how far along that site has developed. So it\u2019s been an interesting to see how we can use [software] better to help the site and adopt best practices from the UK.<\/p>\n\n\n\n

\u201cThis factory is very small compared to others but we can see it ourselves, even as we\u2019ve grown in the past year, that we see the need for upgraded software and more advanced ways of working.\u201d<\/p>\n\n\n\n

Key takeaway<\/strong><\/h3>\n\n\n\n

Assess your processes and your current software. Off the back of that, consider upgrading to the latest solutions, such as enterprise management software<\/a> to manage your manufacturing processes. It can help to reduce costs, give you visibility across your manufacturing firm\u2019s many moving parts, reduce risks and ensure compliance.<\/p>\n\n\n\n

3. Have the best team to succeed<\/strong><\/h2>\n\n\n\n

While using the right software solutions for your business is important, there\u2019s another aspect worth paying close attention to. Your people.<\/p>\n\n\n\n

If you want to success in the manufacturing world, having the best team \u2013 covering areas such as skill set, knowledge and ability \u2013 will help your business go a long way.<\/p>\n\n\n\n

Morven says: \u201cThe main thing for me is always making sure you have the best people and the best team around you, as everything has to be resolved with the mutual understanding and agreement to get the best solution for everyone and the business.<\/p>\n\n\n\n

\u201cFor me, it\u2019s all around your team and how you work with the team and how you all work together through issues and challenges.\u201d<\/p>\n\n\n\n

Key takeaway<\/strong><\/h3>\n\n\n\n

Get the best people into your team and work with them to solve everyday challenges. And work on retaining their services too \u2013 developing their skill set and giving them room to grow within your business will go a long way.<\/p>\n\n\n\n

Just look at Morven\u2019s career progression, for example.<\/p>\n\n\n\n

4. Take a look at the role new technologies will play within manufacturing<\/strong><\/h2>\n\n\n\n

Manufacturing is an ever-evolving industry and like the rest of the world, disruptive technologies are changing the landscape. It\u2019s something Morven has been acutely aware of during her time in the industry.<\/p>\n\n\n\n

\u201cWhat\u2019s interesting is that with automation and development, it\u2019s already changed since I\u2019ve been in here, with the number of investments and automations that are coming in. So it will be fascinating to see how that develops,\u201d she says.<\/p>\n\n\n\n

\u201cWe can see with our own lives how quickly technology is advancing and before we realise there\u2019s a change, it\u2019s already very different to what it was a few years ago.<\/p>\n\n\n\n

\u201cAnd we\u2019re going to see that within manufacturing. As it becomes more common for different automations, it will become cheaper and more accessible for everyone.<\/p>\n\n\n\n

“I do think even in my career in manufacturing, things will look very different to what they look like now.\u201d<\/p>\n\n\n\n

Key takeaway<\/strong><\/h3>\n\n\n\n

Considering the role that newer technologies are playing within manufacturing and how they will change your processes both now and in the future is important.<\/p>\n\n\n\n

With artificial intelligence<\/a> and machine learning making an impact and automation leading to a realigning of priorities, taking stock of these changes and being agile is key.<\/p>\n\n\n\n

Four more tips on running an effective manufacturing operation<\/strong><\/h2>\n\n\n\n

To conclude this article, Morven shares her four top tips on successfully running a factory and how to deliver positive outcomes within your manufacturing processes.<\/p>\n\n\n\n

1. Be people oriented<\/strong><\/h2>\n\n\n\n

\u201cTo me, the main one is being people oriented. Talk to people from across the businesses, learn from the different sites and different industries, and communicate to your staff as well.<\/p>\n\n\n\n

\u201cThey need to understand what\u2019s going on from a wider picture rather than just their specific roles in the factories. I\u2019m very big and keen on advocating people on community growth in the factories.\u201d<\/p>\n\n\n\n

Key takeaway<\/strong><\/h3>\n\n\n\n

Focus on your people as they are your most important asset.<\/p>\n\n\n\n

2. Be a problem solver<\/strong><\/h2>\n\n\n\n

\u201cWe always have to focus on solutions and the speed of that is also critical. So the quicker you can solve problems, and ideally before it\u2019s a problem, the better.<\/p>\n\n\n\n

\u201cAlso, going back to people, I\u2019m very keen on training people on how they can problem solve, so everyone can contribute to making those improvements.\u201d<\/p>\n\n\n\n

Key takeaway<\/strong><\/h3>\n\n\n\n

Problem solving doesn\u2019t just have to be for business leaders. Everyone across the company should be able to offer their input on solving issues. And moving quickly and effectively is essential.<\/p>\n\n\n\n

3. Be adaptable<\/strong><\/h2>\n\n\n\n

\u201cThe industry is always changing and evolving. So adopt those changes quickly.\u201d<\/p>\n\n\n\n

Key takeaway<\/strong><\/h3>\n\n\n\n

With Industry 4.0<\/a> and digital transformation<\/a> starting to make an impact in manufacturing, it\u2019s important to be ready for changes. Manufacturing will look very different in five or ten years. Even in a year or two.<\/p>\n\n\n\n

So understanding how those changes will play a role is important. Keep learning and keep moving.<\/p>\n\n\n\n

4. You don\u2019t need to know all of the answers<\/strong><\/h2>\n\n\n\n

\u201cIt was in my first year [at McVitie\u2019s] and the lady on the line said to me: \u2018You\u2019re the best manager I\u2019ve ever had because you say you don\u2019t know.\u2019<\/p>\n\n\n\n

\u201cI thought that was a bit strange, so I dug a bit deeper to understand what she was meaning and she explained that when they ask me questions, if I don\u2019t know the answers, I say \u2018I don\u2019t know\u2019 but I always go away and come back with the real answers.<\/p>\n\n\n\n

\u201cShe was saying that me being open, honest and consistent \u2013 and actually being my natural self \u2013 built a lot of trust within the team. So I learned a lot from that because I think that was unusual, especially within a male dominated and manufacturing mindset.<\/p>\n\n\n\n

\u201cI learned that by being honest, being yourself, as long as you cared for the people and cared for what they were wanting, that was the best way to approach things.<\/p>\n\n\n\n

\u201cSo I\u2019ve always followed that from my first year. Being myself, being open and honest with everyone. And so far, it\u2019s helped me get where I am.\u201d<\/p>\n\n\n\n

Key takeaway<\/strong><\/h3>\n\n\n\n

Manufacturing continues to go through lots of changes and that means you won\u2019t always know the answers. But by surrounding yourself with the right people, you don\u2019t have to.<\/p>\n\n\n\n

Work with your people to come up with the solutions to the questions you can\u2019t immediately answer.<\/p>\n\n\n\n

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