Anyone who wants to grow from project manager to inspiring leader in research or production needs more than technical expertise. What's crucial is a value-based attitude, shop-floor-oriented communication, and targeted building of influence even without disciplinary authority. My principles: Safety over speed, transparency over convenience, responsibility over status.

How to Strengthen Your Impact from the Start:

• Trust is built where value is created: Combine Gemba walks on the shop floor or in the lab with honest, respectful communication. Listen, summarize, act transparently, visibly, and reliably.
• Lead without title: Facilitate meetings in a structured way (agenda, goal, decision), establish decision readiness (RACI, A3), deliver small, measurable results early and consistently.
• Speak clearly and effectively: Use SBAR for status updates, 5-Why/FMEA for root cause analysis, assertive communication/I-messages for difficult conversations. Body language calm, open, engaged; questions before answers.
• Anchor values: Safety First, owner mindset, respect for shift work, data integrity. Live your principles explicitly – they are your compass in daily work and on the path to long-term goals.

Your goal in 24 months: Visibly carry responsibility, noticeably increase OEE and equipment availability, deliver in turnarounds/CAPEX, enjoy trust across departments or achieve extraordinary success in product development – and thus be the natural choice for a leadership role.

Months 0–6: Laying the Foundation – Stakeholders, Shop Floor, R&D Lab – Quick Wins

The first six months determine whether you're perceived as a problem solver or a reactive "ticket processor." Lay the foundation with three focal points.

1) Establish Stakeholder Mapping

• Identify and prioritize: Operations/Production (shift supervisors, plant operators), application technology, analytics, strategic business development, product group management, EHS, maintenance (mechanical, E/I&C), quality, supply chain/planning, procurement, sales/customer service, controlling, HR/training, IT/OT, works council/employee representation.
• Define relationship goals: Information needs, decision paths, interests/KPIs per area. Visualize conflict areas early (e.g., throughput vs. specification compliance), use the V.I.S.A. method.
• Establish regular communication: Tier meetings, weekly 1:1s with your key peers, monthly review rounds with EHS/maintenance, department heads and decision-makers, clear escalation path.

2) Shop-Floor-Oriented, Trust-Building Communication

• Gemba with purpose: 2–3 structured walk-arounds per week; observe, ask, note hypotheses. Provide feedback on what you've adopted and implemented.
• Improve shift handover: Standardized handovers, clear deviation documentation, visual management (Andon, Pareto boards, A3 walls).
• Model safety and compliance: Protective clothing and PPE consistently and exemplarily, Permit-to-Work, LOTO, MOC (Management of Change), HAZOP recommendations – reliably comply.

3) Measure Baseline and Deliver "Ticket to Trust"

• Delegate targeted synthesis plans and greenfield approaches based on personal aptitude, give freedom, ask questions, listen, show presence in the lab and application technology, check results.
• Capture shop floor OEE/availability: Availability losses (planned/unplanned), performance and quality losses. Additionally MTBF/MTTR, First Pass Yield, scrap/rework, energy/raw material intensity.
• Ensure data quality: Time recording of disruptions, coding, training of data entry personnel. Without reliable data, no effective priorities.
• Quick Wins (within 90 days):
  • SMED approaches: Reduce setup time by 10–20%.
  • Clarify spare parts criticality: Make A-parts available, secure delivery times.
  • Standardize lubrication/condition monitoring; eliminate "recurring troublemakers" via 5-Why.
  • Communication hygiene: Stand-ups to 15 minutes, clear owner/deadline/next step.

Typical Pitfalls in Phase 1

• EHS only "included" instead of co-designed – jeopardizes credibility.
• Stakeholders involved too late – leads to blockages in CAPEX/MOC.
• "Email leadership": Presence on the shop floor cannot be delegated.

Milestones by Month 6

• Aligned stakeholder map with communication rhythm.
• OEE baseline and top 5 loss drivers validated.
• Two quick-win projects completed; documented safety contribution.
• Positive feedback from shift leadership/supervisor level or adjacent R&D department on collaboration and reliability.

Months 6–18: Deliver Effectively – Increase OEE, Turnaround/CAPEX as Career Booster

Now it's about visible, repeatable results. Choose 2 to 3 levers with clear business impact and high learning curve.

1) Systematically Improve OEE/Availability

• Focus on loss drivers: e.g., unplanned downtime (sensors, seals), micro-stops, quality deviations (raw material variation), setup times/product changes.
• Methods toolbox:
  • TPM pillars (Autonomous Maintenance, Planned Maintenance, Training).
  • A3 problem-solving with PDCA; Ishikawa/5-Why to root cause.
  • SPC for critical quality parameters; MSA for measurement capability.
  • Visual Management: Andon triggers, Kamishibai cards, real-time shift KPIs.
  • High presence in lab/application technology/shop floor.
• Target metrics: +3–5 OEE percentage points in 6–9 months are achievable in many plants, provided baseline is clean and resources are available.

2) Master Turnarounds (TA)

• Plan early: Scope freeze, critical paths, resources and contractors. EHS firmly anchored with PSSR.
• Strengthen roles: Position yourself as "project champion" to ensure decision speed, risk logic, and interfaces (operations–maintenance–EHS–supply).
• Preserve learning effects: Post-TA review, bad-actor list, derive preventive/predictive packages.
• Career lever: Those who deliver reliably in TAs gain cross-functional trust – often the decisive step toward line responsibility.

3) Deploy CAPEX Strategically

• Robust business case: NPV, cash costs, OPEX effects, EHS benefits; assumptions transparent and resilient.
• Stakeholder design reviews: Operations, E/I&C, cleaning, ergonomics, maintainability, spare parts. Early operator involvement reduces commissioning risks.
• OT/IT integration: Data models, alarming philosophy, cybersecurity. Avoid "islands."
• Transition to operations: Training, SOPs, spare parts packages, MOC completed; success criteria defined before go-live.

4) Shift Operations as Leadership Learning Field

• Tiered Daily Management: Clear escalation levels, short effective shift meetings.
• Cross-shift standards: Make deviations visible, rotate lessons learned.
• Team resilience: Anticipate stress peaks, protect breaks and safety routines.

Typical Pitfalls in Phase 2

• "Projects over people": Not involving affected parties – leads to resistance and sustainment problems.
• Neglecting MOC – increases safety and compliance risks.
• Over-optimistic CAPEX ROI promises – damage trust.
• No time for training/coaching – improvements collapse in shift routine.

Milestones by Month 18

• Two OEE levers with demonstrable results realized.
• One significant turnaround/CAPEX contribution documented.
• Sustainability proof: 90-day control shows stable KPIs; audit/inspection without major findings.
• Peer recognition: You facilitate cross-functionally and are actively sought for advice.

Months 18–24: Taking Responsibility – Leadership, Tools Beyond Salary Increases, Expat Option

In the final six months, you visibly develop into a leader – in content, interpersonal skills, and intercultural competence.

1) Leading Without (and with Emerging) Disciplinary Authority

• Clarify roles: Document tasks/competencies/responsibilities (TCR) in writing; mirror expectations top-down and bottom-up.
• 1:1 system: Bi-weekly per team member, focus on goals, obstacles, development. Active listening, record commitments.
• Decision clarity: RACI for recurring processes; "Definition of Done" per process.

2) Tools Beyond Salary Increases

• Recognition and visibility: Praise specific and timely; team demos in tier meetings and management reviews.
• Development and job crafting: Skill matrix, cross-training, job rotation; clear learning paths (operator-to-technician, technician-to-supervisor).
• Work design: Shift swap flexibility, flexible setup/cleaning windows, good handovers – reduces stress and errors.
• Autonomy with guardrails: Kata coaching, A3 ownership in the team; you begin to coach instead of being "firefighter."

3) Prepare Interculturally for International Assignments (Expat Option)

• Understand context: Legal framework (occupational safety, environmental standards), cultural dimensions (e.g., directness, hierarchy, time perception), union/works council structures.
• Secure sponsorship: Clear mandate, success criteria, return perspective. Family readiness (school, partner career, health) clarify early.
• Language and bridge roles: Basic knowledge of local language, local "cultural interpreters" on team, regular alignment calls with headquarters.
• Export safety culture, don't impose: Model, explain, co-design; identify quick "wins" with local teams.

4) Measure and Sustain Impact

• KPI set: OEE, availability, FPY, TRIR/near-misses, plan/actual in TA/CAPEX, training progress, turnover/absence.
• Review cadences: Monthly performance dialogues, update strategy map quarterly, transfer annual lessons learned into standards.

Typical Pitfalls in Phase 3

• "Hero mode" instead of delegation – prevents team development.
• Emotional short circuits in conflicts – train yourself in calmness, breathing and pause techniques.
• Expat without return plan – risk of "between chairs" after assignment.
• Diluting values – putting short-term metrics over safety/integrity.

Milestones by Month 24

• Assumption of formal leadership role or de facto leadership role (team lead, shift coordinator, project champion with line proximity).
• Stably improved KPIs over 2–3 cadences; positive audit/management review.
• Demonstrable team development: Skill matrix progress, reduced dependence on individual heroes.
• Expat readiness package created or assignment started (incl. family and return planning).

If you want to implement this roadmap with an experienced sparring partner: As a leadership coach, I combine 14+ years of line and site responsibility in chemistry/R&D departments and production, international experience, and anchored values. In a free initial consultation, we'll clarify your goals, typical pitfalls, and the next concrete steps – from OEE levers to expat preparation. Contact: info@young-professionals-coaching.de, Tel. +49 (0)176 227 127 67 or form on the website.