The Efficiency Imperative: Doing More with Less on the Process Floor
External forces are shaping plant operations, and as a result, food manufacturers are reevaluating how they operate—not just to survive, but to thrive.
Uncertainty has become a defining characteristic of today’s manufacturing environment. For food and beverage producers, that uncertainty spans everything from economic conditions and workforce shortages to geopolitical instability and evolving consumer expectations. The common thread across these challenges? Pressure. Pressure to deliver more, faster, and with greater precision, all while using fewer resources.
In times like these, the phrase “doing more with less” isn’t just a clever mantra— it’s a survival skill. And nowhere is that skill more urgently needed than on the factory floor.
Dr. Bryan Griffen is the President of Griffen Executive Solutions LLC. He was previously Senior Director of Industry Services for PMMI: The Association for Packaging and Processing Technologies, and he held a number of roles for Nestlé during his many years there.This article kicks off a six-part ProFood World series that will explore how food processors can meet these demands by maximizing the performance of what they already have: their assets, their data, their utilities, and—most importantly—their people. Each article in the series will focus on a practical, operations-focused strategy that’s already making a difference in real-world facilities.
But before we get tactical, let’s take a moment to understand the pressures driving this renewed focus on efficiency, and why this conversation is so timely.
The case for change: Why efficiency has moved to center stage
In decades past, growth in food manufacturing was often driven by capital investment—new equipment, new lines, and new hires. But today’s environment is more constrained. Margins are thin, capital is tight, and volatility is the norm. The external forces shaping plant operations are complex and interwoven, including:
Labor Shortages Recruiting and retaining workers—especially those with technical skills—has become one of the greatest challenges across the food industry. Even when headcount is stable, training and upskilling gaps often limit performance.
Rising Operational Costs Utility rates, packaging material prices, and ingredients have all surged in cost in recent years. Combined with inflation-driven wage pressures, many facilities are seeing shrinking profit margins.
Capital Expenditure Constraints In uncertain economic conditions, large capital projects can be delayed or cancelled altogether. Instead, management teams are being asked to squeeze more value from the assets already in place.
Geopolitical and Trade Instability Tariffs, supply chain disruptions, and import/export limitations have made sourcing and planning more complex and unpredictable.
Consumer Expectations Retailers and end consumers are demanding more: more transparency, more variety, more sustainability—all of which add complexity without necessarily increasing price.
These factors are not likely to disappear. If anything, they’re becoming part of the long-term landscape. As a result, food manufacturers are reevaluating how they operate—not just to survive, but to thrive.
Opportunity within constraints
The challenges are real, but so is the opportunity. When capital and labor are in short supply, the only sustainable path forward is optimization.
Across the industry, smart processors are starting to reimagine the way they work. They’re not just adjusting schedules or cutting costs—they’re transforming their approach to operations.
This isn’t about asking teams to work harder or accept less. It’s about equipping them to work smarter, with better tools, clearer priorities, and systems that make the most of every resource.
For example, some plants are finding hidden capacity by tightening changeover times and improving line balancing. Others are extending the life of critical equipment through predictive maintenance, or reducing water and energy use through smarter CIP and compressed air systems. Still others are finding gold in underutilized data—whether through digital dashboards or simply better sharing of paper-based records.
It’s not one big thing. It’s dozens of small changes that add up to big impact.
And perhaps most importantly, companies are rediscovering the value of their frontline teams. From operators to maintenance techs, the people closest to the equipment often have the best insights into how to improve it—if we create a culture that supports and listens to them.
What this series will cover
Over the next five months, we’ll dig into five critical areas of plant operations where “doing more with less” isn’t just possible—it’s already happening:
Smarter Line Utilization How to increase throughput and productivity without adding shifts or buying new equipment by optimizing line balancing, minimizing micro-downtime, and getting more value from existing assets.
Maintenance as a Strategic Advantage Moving from reactive to proactive maintenance can reduce unplanned downtime, extend equipment life, and improve reliability. We’ll look at low-cost practices that deliver outsized results.
Utility Optimization Without the Headaches Plants often treat energy, air, and water use as fixed costs—but they’re not. We’ll explore practical strategies to reduce waste and cut costs with minimal disruption to production.
The Right Data at the Right Time Everyone talks about “big data,” but many processors struggle to act on the data they already have. We’ll look at how to identify the most actionable data points—and actually use them to drive performance.
The Power of Your People Your frontline employees are your greatest untapped resource. We’ll explore how cross-training, shared ownership of KPIs, and small wins can unlock big efficiency gains.
Each of these articles will be grounded in real-world practices and success stories—approaches that are being used today in plants like yours.
Final thoughts: Efficiency isn’t about cutting—it’s about empowering
Let’s be clear: Doing more with less does not mean cutting corners or pushing teams to the brink. It means understanding where value is created in your plant— and then designing systems, tools, and workflows to maximize that value.
That could mean finding five extra minutes per hour by eliminating micro-stoppages. Or saving thousands of gallons of water with smarter rinse cycles. Or empowering one team member to lead a cross-functional kaizen that reshapes a daily process. These aren’t hypotheticals—they’re the kinds of changes that are already driving better outcomes in leading operations.
And in an era when large capital investments may not be possible, this mindset shift—from acquisition to optimization—could be the most powerful tool you have.
Coming up next: smarter line utilization
In the next installment, we’ll explore practical ways to increase line efficiency without new equipment or labor. If you’ve ever felt that your process line is underperforming—but can’t quite pinpoint why—this one’s for you.
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Dr. Bryan Griffen is the President of Griffen Executive Solutions LLC. He was previously Senior Director of Industry Services for PMMI: The Association for Packaging and Processing Technologies, and he held a number of roles for Nestlé during his many years there.
