“Silos in manufacturing refer to fragmented communication, isolated decision-making, and a lack of cross-functional collaboration. … And they often remain invisible until their consequences become too large to ignore.”
Whenever manufacturing teams pursue improvements—whether in processes, workforce development, or technological innovation—one topic inevitably surfaces: the need to avoid working in silos. This message often originates from the C-Suite and cascades down through the leadership team.
At first glance, the idea seems like common sense. Many professionals reassure themselves by saying, “I send my emails, I attend meetings, and I stay on top of weekly updates.” But is that really enough? Do those actions truly keep everyone aligned with equal access to information? More importantly, do we fully understand what silos are and how they manifest in daily operations?
In most cases, the answer is no. The concept of “working in silos” is frequently referenced but rarely defined or examined in detail. Too often, it becomes just another buzzword added to our vocabulary. This lack of clarity is where the problem begins, and it can derail even the most well-intentioned improvement initiatives. Worse, when silo-breaking is mentioned but not applied or tracked properly, the opposite effect occurs: working in silos becomes more attractive as a path to success.
What Does Working in Silos Really Mean?
Silos in manufacturing refer to fragmented communication, isolated decision-making, and a lack of cross-functional collaboration. They can exist between departments, teams, or even individuals. Silos are not only physical or organizational, they are also cultural. And they often remain invisible until their consequences become too large to ignore. Consider the scenario where $20M is spent on automation equipment, only to discover during the Site Acceptance Test (SAT) that the machines are not the right type.
Siloed environments lead to:
- Redundant efforts and inefficiencies, where people keep reinventing the wheel
- Misaligned goals and priorities, where your “number one” is my “number five”
- Delayed problem-solving and innovation, as meetings grow more complicated
- Erosion of trust and morale, driven by exhaustion and dissatisfaction
- Resistance to change, since individuals are unaware of parallel initiatives
Why Silos Persist
Despite widespread acknowledgment of the issue, silos continue to thrive because they are deeply embedded in legacy systems, organizational structures, and even performance metrics. People naturally operate within their comfort zones, and without intentional efforts to foster collaboration, these boundaries remain intact—even at the C-Suite level.
Building Bridges: A Framework for Action
To dismantle silos, we must first recognize their characteristics and then take deliberate steps to address them. Below is a framework of seven key areas where siloed behavior often appears, and where meaningful change can begin:
1. Daily, Weekly, and Monthly Updates
Regular updates are essential, but they must go beyond status reports. Are we sharing insights, challenges, and lessons learned across teams? Are updates accessible and actionable for others outside our immediate group? Is everyone truly rowing in the same direction?
2. Leadership Updates and Guidance
Leaders set the tone for collaboration. Are they encouraging cross-functional dialogue? Modeling transparency and openness? Creating opportunities for teams to connect outside formal meetings? Leadership must actively break down barriers and promote shared ownership of goals.
3. Data: Generation, Sharing, and Accessibility
Data is the lifeblood of manufacturing decisions. But is it siloed? Are teams generating data that others cannot access or interpret? Integrated systems and a culture of data sharing are essential for alignment and informed decision-making. Leadership must take the initiative here.
4. Position Stereotypes: “Just an Engineering Thing”
Viewing process improvement as solely an engineering responsibility ignores valuable input from operations, quality, sales, and marketing. Breaking stereotypes fosters inclusivity and broader problem-solving. Subject Matter Experts (SMEs) can resolve technicalities, but without proper information and communication, success is nearly impossible.
5. “Has It Been Done Before?” Syndrome
Dismissing new ideas with “We’ve tried that before” clings to outdated assumptions. Instead, we should ask: What did we learn? What can we do differently this time? Conversely, teams may repeat past efforts without applying lessons learned, wasting time and resources.
6. Project Team Structure: Incentives and Success Metrics
How we structure teams—and how we reward success—can either reinforce silos or break them down. Are bonuses tied to individual performance or team outcomes? Are cross-functional contributions valued? Incentives must encourage collaboration, not competition.
7. Culture: Trust, Communication, and Strategy Execution
As the saying goes, “Culture eats strategy for breakfast.” Without trust and open communication, even the best strategies fail. Are we creating safe spaces for feedback? Building relationships across departments? Encouraging cross-functionality in actions, not just words?
The Path Forward
Breaking silos is not a one-time fix, it is a continuous journey. It requires intentional effort, leadership commitment, and a willingness to challenge the status quo. By addressing these seven areas, manufacturing organizations can transform into collaborative ecosystems where innovation, efficiency, and trust flourish.
For leaders, this is the difference between incremental change and transformative impact. To achieve real outcomes, silo-breaking must become part of daily, weekly, and monthly improvement activities, where individuals feel confident raising the red flag when silos appear.
Let’s not just talk about avoiding silos—let’s take action to build bridges that connect people, processes, and technology in meaningful ways.
