PODCAST | Manufacturers Must Build Resilience Before Disruptions Hit

Listen to our interview with Eddy Azad!

Manufacturers cannot predict every disruption, but they can control how prepared they are when those disruptions occur.

From tariffs to supply chain instability to shifting demand, external pressures are a constant. According to Eddy Azad, founder and CEO of Parsec Automation, the companies that succeed are not reacting in the moment; they have already built systems that allow them to adapt.

“You have to be prepared,” he says. “Disruptions are going to happen.”

Rather than chasing perfect conditions, Azad emphasizes that preparedness is about building resilience over time and accepting that instability is part of the operating environment.

“If we are expecting everything to be a paved road… that’s not going to be the case.”

That mindset shift is critical. Preparation is not about eliminating uncertainty, but about building systems that can absorb it.

“No one is going to be absolutely 100% ready. You are not really seeking perfection.”

Instead, manufacturers should focus on continuous improvement.

“What are the things that we can do incrementally to be more robust, more resilient?”

That process begins with a clear understanding of current performance. Many manufacturers, Azad notes, operate with inefficiencies that have simply become accepted.

“How are we running, and are we settling for being less than the best we can be?”

From there, organizations can identify and prioritize improvements across efficiency, quality, process consistency and innovation. Importantly, this is not just a top-down exercise. Azad recommends gathering input from across the organization, including the shop floor.

The key is not just identifying opportunities, but acting on them.

“You mustn’t be in the business of making lists. You have to think about how you execute.”

Even for companies with limited budgets, meaningful improvements are possible. Many gains come from better use of existing processes and knowledge rather than large capital investments.

For example, identifying high-performing teams or shifts and applying those practices across the organization can drive immediate results.

“Which is my highest performing team? What are they doing that I can teach others?”

Similarly, reducing variability in processes can improve output without new equipment.

Visibility plays a central role in that effort. Without a clear understanding of what is happening on the plant floor, it is difficult to make effective decisions.

“If you don't know what is happening, it's very hard to take corrective actions.”

That includes identifying sources of waste, understanding differences in performance across teams and tracking where time and resources are being lost.

Ultimately, preparedness is not a one-time effort. It is an ongoing process that requires consistent attention and adjustment.

Azad stresses that resilience is built over time through disciplined execution and a culture that prioritizes adaptability.

As disruptions continue to shape manufacturing, companies that invest in preparation will be better positioned to respond and to compete.