Head of Operational Excellence at Dori Alimentos

Eduardo Diaz Trejo, Head of Operational Excellence at Dori Alimentos. With a career marked by cross-functional leadership and a passion for change management, he consistently elevates operational processes and fosters high performance, merging innovation with excellence for growth and efficiency.

Can you describe ongoing trends or challenges that require increased attention in contract manufacturing?

Mental health is a matter of concern in the manufacturing sector today. While we often prioritize physical safety, we should also focus on creating environments where employees feel valued and can openly discuss their mental well-being. This trend is gaining traction in other industries, and there's room for improvement in manufacturing to ensure the holistic safety of our workforce.

In traditional manufacturing, the focus is shifting towards cost and productivity due to market pressures, sometimes overlooking the well-being of workers. We are rapidly automating processes and embracing Industry 4.0, but it is crucial not to forget that behind the machines are people with real needs. As industry leaders, we must consider mental health as a key factor in absenteeism, turnover, and overall job satisfaction. To build a sustainable future, we need a happy and engaged employee community. We should prioritize valuing our people just as much, if not more, than the results.

What solutions or approaches are currently in place to form partnerships that can provide employee care in manufacturing?

Rather than implementing name-sake strategies and all-inclusive policies, we need to put in efforts to foster an environment where they feel safe to voice their concerns and where leaders genuinely engage with them. As leaders instead of solely rewarding the outcomes, we should recognize initiatives, attitudes, and the "how" behind results. This shift will encourage a culture that prioritizes employee well-being over productivity.

“While we often prioritize physical safety, we should also focus on creating environments where employees feel valued and can openly discuss their mental well-being.”

We should also challenge traditional notions, such as the expectation that employees should never miss work, by allowing flexibility for personal needs, family commitments, and self-care. This includes supporting both men and women in balancing their professional and personal lives. By nurturing an environment where employees feel valued, heard, and accepted, we empower them to thrive both at work and in their lives outside of work.

Do you foresee any significant innovations or future developments in the context of mental healthcare in the manufacturing landscape?

Different companies and segments vary in their progress in addressing diversity and inclusion. Larger industries like manufacturing, where soft skills matter less, lags in fostering diversity. Traditional manufacturing organizations need to make greater efforts to open up opportunities for women, and people of different races, ethnicities, sexual orientations, and religious backgrounds. This shift is driven by changing workforce preferences. Today's employees seek workplaces where they feel valued and included, rather than sticking with a job for life. Succeeding in this endeavor requires upper management in traditional manufacturing to infuse fresh perspectives and embrace the evolving workforce. Though progress is being made, there is still much work ahead.

In light of your experience, what will be your piece of advice to your peers in the industry?

I believe it is high time we recognize the humanity within our workforce. When we acknowledge that our employees are not just resources but someone's loved ones – daughters, sons, fathers, and mothers – we begin to appreciate their true value. Creating an environment where employees can freely express themselves, fostering transparency, is all that matters at the end of the day. To this extent, all our processes should be designed with people in mind and not the other way around.