Manufacturing best practice and human intellectual energy

This paper argues that manufacturing system effectiveness has been severely weakened by the inefficient use of human intellectual energy and that traditional measures of human inputs are simplistic and fail to identify vital contributions to developing value adding capability. Directing and maintaining intellectual energy while attempting a restructuring or re‐engineering programme is seen as a typically difficult example of this much overlooked area. In particular, levels of physical activity must not be confused with intellectual output or the much needed mindset changes. Observations and outcomes from five UK manufacturing companies are used to expand the views presented by the author.