Toward Zero Blog

Patricia Hatem

Patricia Hatem
Vice President, Advisory Services


For over 30 years, Patricia Hatem has been a change agent helping companies apply continuous improvement. Throughout her career, she has inspired and motivated teams to align culture, processes, and technology, and achieve business results through operational excellence. Her particular expertise spans business process, supply chain, strategy, MOM/MES, ERP, and quality, and she has deep manufacturing experience in consumer goods, chemical, and plastics.

Pat has held strategic and leadership roles in operations, supply chain, purchasing, strategy, process improvement, project management, process engineering, research and development, and environmental for prominent industrial organizations that span CarbonLite, Bemis Manufacturing, Diversey (formerly a division of SC Johnson), SC Johnson, The Dial Corporation, Abbott Laboratories, and Olin Corporation. Pat is a Six Sigma Black Belt and a Lean Leader; she earned a BS Cum Laude in chemical engineering from Missouri University of Science & Technology.
Find me on:

Recent Posts

Sustain Manufacturing Performance: Stability During Turbulent Times

Manufacturers must be nimble; it is essential they have a methodology to protect and sustain manufacturing performance during turbulent times. Companies hungry to achieve operational excellence are continually assessing their performance versus their plan, questioning why they are not hitting KPIs.

Three Steps to Improve Production Scheduling

Production scheduling in manufacturing is complex; it’s difficult to produce a production schedule that is both achievable and meets business requirements.  Have you ever been part of an organization where the production planner’s life seems like groundhog day?…Every day, that person adjusts and re-issues the master production schedule?  If so, you probably saw lots of frustration and people continually scrambling — not just the shop floor and other internal operations teams, but also suppliers and customers. Operations has to readjust crew and equipment plans, suppliers have to rush orders, and customers often receive less than what they need.  Many organizations look squarely at the production planner to fix the issue.  The reality is that production scheduling isn’t just about production planning software; a cross-functional approach is required for success.

Is Your Production Scheduling Process Helping or Hurting the Shop Floor?

A lot of companies wonder why the production schedule gets off track, and why there’s so much angst between production planners and shop floor people.  “This production schedule is ridiculous!  We just ran that last week!  What are they thinking in the office — do they even have a clue?”  Those are statements I've heard more times than I'd like to admit, and it's tough to hear.  People with these (and similar) comments are clearly frustrated and fatigued by the situation; they are simply tired of it!  Fortunately, there are lots of ways a manufacturer can create alignment and balance between shop floor staff and production planners.

Discovering Lean Tools and OEE

Not everyone in manufacturing roles has a lot of experience with Lean or OEE.  In fact, here we are nearly 40 years after OEE was first described in Introduction to TPM: Total Productive Maintenance , and people are still asking how to calculate OEE.  Everyone has a story about how they learned about OEE and Lean, including me.  What’s fascinating is that despite all that’s been written on these topics, manufacturing companies still struggle to capture significant value from Lean tools and OEE calculations.
1

Patricia Hatem

Patricia Hatem
Vice President, Advisory Services


For over 30 years, Patricia Hatem has been a change agent helping companies apply continuous improvement. Throughout her career, she has inspired and motivated teams to align culture, processes, and technology, and achieve business results through operational excellence. Her particular expertise spans business process, supply chain, strategy, MOM/MES, ERP, and quality, and she has deep manufacturing experience in consumer goods, chemical, and plastics.

Pat has held strategic and leadership roles in operations, supply chain, purchasing, strategy, process improvement, project management, process engineering, research and development, and environmental for prominent industrial organizations that span CarbonLite, Bemis Manufacturing, Diversey (formerly a division of SC Johnson), SC Johnson, The Dial Corporation, Abbott Laboratories, and Olin Corporation. Pat is a Six Sigma Black Belt and a Lean Leader; she earned a BS Cum Laude in chemical engineering from Missouri University of Science & Technology.
Find me on:

Recent Posts

Sustain Manufacturing Performance: Stability During Turbulent Times

Manufacturers must be nimble; it is essential they have a methodology to protect and sustain manufacturing performance during turbulent times. Companies hungry to achieve operational excellence are continually assessing their performance versus their plan, questioning why they are not hitting KPIs.

Three Steps to Improve Production Scheduling

Production scheduling in manufacturing is complex; it’s difficult to produce a production schedule that is both achievable and meets business requirements.  Have you ever been part of an organization where the production planner’s life seems like groundhog day?…Every day, that person adjusts and re-issues the master production schedule?  If so, you probably saw lots of frustration and people continually scrambling — not just the shop floor and other internal operations teams, but also suppliers and customers. Operations has to readjust crew and equipment plans, suppliers have to rush orders, and customers often receive less than what they need.  Many organizations look squarely at the production planner to fix the issue.  The reality is that production scheduling isn’t just about production planning software; a cross-functional approach is required for success.

Is Your Production Scheduling Process Helping or Hurting the Shop Floor?

A lot of companies wonder why the production schedule gets off track, and why there’s so much angst between production planners and shop floor people.  “This production schedule is ridiculous!  We just ran that last week!  What are they thinking in the office — do they even have a clue?”  Those are statements I've heard more times than I'd like to admit, and it's tough to hear.  People with these (and similar) comments are clearly frustrated and fatigued by the situation; they are simply tired of it!  Fortunately, there are lots of ways a manufacturer can create alignment and balance between shop floor staff and production planners.

Discovering Lean Tools and OEE

Not everyone in manufacturing roles has a lot of experience with Lean or OEE.  In fact, here we are nearly 40 years after OEE was first described in Introduction to TPM: Total Productive Maintenance , and people are still asking how to calculate OEE.  Everyone has a story about how they learned about OEE and Lean, including me.  What’s fascinating is that despite all that’s been written on these topics, manufacturing companies still struggle to capture significant value from Lean tools and OEE calculations.
1