How will you plan to work with the operational management to be successful at your job?

"I have always operated in a support role for the operations group. Usually, the production manager will identify areas where they need help to meet their KPIs and then ask for support. Once they have requested support in a given area, I will investigate the root cause and work to implement countermeasures to solve whatever problem is leading to the KPI gap. I have always had a very good relationship with the production managers in my areas; they know I will support them whenever and however I possibly can."

Manufacturing engineers will need to work closely with production and operations managers during the course of their career. Many times, manufacturing engineers operate in support roles to these types of managers. Operational managers will assign tasks to manufacturing engineers, but are not usually their direct supervisors. It is important that you show you will take direction from and work well with the staff you are supporting. Also, it is important to show that you understand your project schedules (and often your personal work schedule) will be determined by production needs, which can be quite dynamic.

"Working with operational management usually includes measuring productivity data on the floor and compiling data reports to discuss during meetings. I believe daily and sometimes hourly checking in is important to be aware of what goals there are for operations, if any problems have arisen, and simply staying on my toes."

What is the importance of communication?

"I believe that explaining information clearly and concisely and using active listening skills are important for good communication. In this position, I'll be required to modify and improve existing equipment, and it's important to communicate well to ensure I can create a solution that actually improves the process and meets the project budget and installation schedule."

In addition to communication skills, this question asks you to address your reliability and critical thinking skills. Show your interviewer that if they hire you, they can rely on you to transfer important information between team members or between the design team and the customer.

"Without communication, a company cannot function. You need to talk to each other in detail and frequently to stay on top of projects effectively. Emails should often be documented for reference due to the important data can contain. Communication given in quantifiable data can be used to track a company's progress and operational health. Too, responding to suppliers, requesting, administrating quotes, and hiring the right contractors requires accurate details and follow-ups. Getting the right data to the right people is key to proper function of a company. As a bonus, being personable simply makes things easier on everyone."

Do you have any previous safety training?

"Last summer I worked for a construction company and I had to get my OSHA 40-hour certification. I know that I'll have to renew this certification when I get started here. Safety is important to me and I always wear the appropriate PPE. I want to make sure my coworkers and I go home at the end of the day. What facility specific training do you provide?"

As a Manufacturing Engineer you will probably have to go through safety training. This may include OSHA 40-hour HAZWOPER training, OSHA 10-hour training, or facility-specific training. In your answer to this question, tell the interviewer if you have completed this training before and affirm your commitment to safety.

"Having taken various industrial courses, I am very familiar with in-depth safety concepts and have even written basic safety documentation for certain machines. Hands-on safety practice was vital when I worked in construction, so I know a lot of safety standards by heart. Any other safety certificates necessary, I am happy to take even as a refresher."

What do you believe is an individual's role when working with a team?

"I believe that an individual's role within a team is first and foremost one of accountability. If I do my job well and others can count on me, then I know that I am contributing to the project's success. I am committed to remaining available to contribute in the ways I am needed."

Manufacturing Engineers typically work on projects with people in different roles and with different priorities. These members may include the plant manager concerned about scheduled down-time, an engineering manager concerned about budgeting and responsible for reporting to corporate, a mechanic who will be responsible for keeping the equipment working on a daily basis, and an outside contractor. Understanding your role within the larger team is critical to ensuring the project moves smoothly. Show the interviewer that you know different team members have different roles and that you are reliable.

"The role of an individual is to be responsible with his work and do it well first and foremost because all of the team's work corresponds with and depends upon each other's. 2nd priority is to take each other's load upon one another's shoulders and support where necessary. The following are also important: communication, working according to company standards, and creating records and documentation for reference when possible."

Tell me about a time when you had to work under pressure.

"In my last position, I was a Quality Engineer in the automotive industry responsible for day-to-day production. At one point, I was responsible for adjusting a jig that was screwing on car doors incorrectly. I was nervous because the whole line was stopped due to this one jig, and it was up to me to get it going again. The key here was verification. After adjusting the jig, I watched a couple car doors go through to make sure the fix was working correctly. Soon after, the line was up and running again, and I was relieved."

The position of manufacturing engineer will probably require you to handle more than one project at once. It will also involve working in plants which can be noisy, dirty, and often are not temperature controlled. The interviewer is asking if you know how to manage being in a stressful environment. Avoid mentioning a situation when you created the stress or saying that you fold under pressure. Instead, focus on showing how you took action to manage the pressure caused by an external situation.

"Once, I had a workload of 90 order lines to fulfill in 3 months which was 3 times higher than I had been used to. My supervisor would consistently check on them. In order to compensate, I would routinely ask if any coworkers had availability to receive delegated work. Additionally, I worked 12-hour shifts until the deadlines resumed normal levels."

If a customer requests that you share data that you feel may be damaging to your company, how do you react?

"I am used to having direct communication with the customer and sharing important technical information about the performance of processes that I am assigned to. I make sure to always be professional, accurate, and timely in my communication. I realize that when communicating with the customer, I am the face of the company and I am serving in a de-facto customer service role. If the customer requests information that I feel is sensitive, or information which I do not think they are entitled to receive, I will consult with my direct manager before sharing. If the information the customer requested ends up being something they are not privy to, I will respond politely. In this case, I will include my manager in any correspondence, so the customer has an ability to inquire further if they disagree with the decision."

Direct customer communication will probably not be a primary responsibility of a manufacturing engineer, but they will almost certainly find themselves communicating with customers intermittently. It is important that an engineer be truthful and accurate when communicating with customers, but they should also be cognizant of the information they are sharing and its intended purpose. When in a customer-facing role, it is important that all employees represent the company well and put the company's best foot forward. If the engineer feels that they are being asked to share sensitive information or something that may cast the company in a negative light, they should always consult with management before sharing. In your answer, be sure to demonstrate emotional intelligence and communication skills, which are often perceived to be lacking in engineers.

"I would request to follow up at a later time. Then, I would evaluate and consider the consequences, the trust level associated with the customer, and the sensitivity level of the data. If it seems unsafe, I would verify according to policy, then my higher-ups and coworkers are more experienced in the matter."

When visiting a potential equipment supplier, how would you evaluate their readiness for a project?

"When visiting a potential supplier, I always ask to meet with the management or owner of the business. I will ask that they show me examples of other customers and similar projects which they have completed. If they can supply examples of past work that make me confident that they can meet our needs, then I will ask to perform an audit on their shop. As part of this audit I will check on many aspects of the business that are required for proper support of our project, as well as the overall cleanliness and organization of the shop."

A manufacturing engineer's opinion of a potential supplier will most likely be an important factor in whether or not the supplier is selected for a given project. It is important that the manufacturing engineer is capable of evaluating suppliers fairly and consistently. It is also important that the engineer's opinion is not formed strictly based on cost competitiveness. As with most other aspects of a manufacturing engineer's job, it is imperative that they use a structured and analytical approach to evaluating vendors. Your answer to this question should show that when evaluating a proposed supplier, you will be considering multiple aspects that affect the ability of the supplier to adequately deliver the products and services needed by your employer.

"I would ask to see their floor of operations. If it seems up kept, that is a plus. But the supplies/ tools should be stocked or at least seem operational. For example, if all of the CNC machines are turned off, and no machinists are present on a weekday, that is a red flag. Also, speaking with the staff and their impression - if they seem alert and capable, that is a good sign. Most important, though, is their level of concern with my presence - if they are customer oriented, it will show."

Do you have any applicable certifications? Are there any certifications which you would like to pursue while you work here?

"I currently do not hold any applicable certifications, but I am interested in pursing my CMfgE. I have been studying for this certification and hope to take the test within the next year. Additionally, I would like to receive training in the operation of FANUC robots so I can be more effective at my job."

Generally, manufacturing engineers are not required to have any specific certifications, but possessing and working towards certifications shows that a employee is engaged and interested in their field. A black-belt certification can be particularly desirable, but a CMfgE, PE, Lean Manufacturing, or other certification would still be viewed as a positive. It is important that you be prepared to discuss areas that you see as opportunity for future development and advancement in your career. Be sure to express where you would like to grow and how you would ask the employer to help you do so.

"Currently, I possess Six-Sigma certification. I would like to gain certificates in Industry 4.0 (smart factories) and CNC. Before really choosing too many more, I would like to work for a year to see which certificates would most benefit the company. Also, whichever the senior employees recommend."

How do you go about identifying potential projects that you should be working on?

"Since I maintain a close relationship with the operations team, I am usually in tune with their pain points. I use their feedback to compile a running list of problems on my laptop. I will try to assign a rough cost or KPI impact of each problem. Then, based on the cost and difficulty of implementation, I will try to pick projects that can be implemented relatively easily and have a large impact on the company's KPIs. Those are the projects I take to my management and ask to work on."

As with most engineers, the bulk of a manufacturing engineers workload will often be assigned by their management. However, it is desirable for an engineer to be able to identify the highest impact areas for them to dedicate their time to. Ideally, a manufacturing engineer will present their leadership with an idea for a project along with the project's expected result. As with other areas, it is important to demonstrate that you are analytical, and your selection of what to work on will be based on quantitative figures that have a direct impact on company KPIs.

"I would start by asking my higher-ups and coworkers. Then, I would measure data and seek to find bottlenecks and try to eliminate them. Too, I would study each part of the process and note potential ways to improve them. Additionally, I would study and research cutting-edge technology, different techniques, or breakthroughs for manufacturing and see if any could be applied to the facility."

How do you measure your success as a manufacturing engineer?

"While I pride myself in delivering excellent customer satisfaction and helping make peoples' jobs easier, I understand that my performance is ultimately defined by my execution of my goals and performance relative to my individual KPIs. I measure my success not only by the KPIs I am measured against in my evaluation, but also by my ability to drive positive change in business metrics for the company I work for."

It is very important that manufacturing engineers are analytical and data-driven, thus it is important that they use their KPIs and business impact to define their level of success. It is ok if an engineer values soft metrics, but their performance should mainly be measured by hard data. Your answer to this question should show that you are driven by business performance and that you constantly remain cognizant of your performance relative to KPI targets.

"A couple of methods. One: set daily, weekly, monthly, and yearly goals for myself and measure the difference between my output and that intended. Also, I would find some sort of global data source of competitor output and set my goal to at least twice theirs whether it be production output or quality, for example, and measure the difference each month. Additionally, I would seek regular feedback from my higher-ups, "

"Success as an engineer is easy to define in terms of performance metrics. Various departments relying on engineering support will know that success is hitting those KPIs. For example, lowered downtime, reduced changeover time or setup time, or perhaps even increased throughput for the ones who've figured everything else out. For me, it is also equally things like employee retention, maximum participation in training programs, and lowering safety risks for the production members by new initiatives. All of that may not directly produce more in terms of output but eventually adds great value to the organization and helps them build a better culture."

You identify that a key aspect of a process is that a piece of expendable tooling be changed every 500 cycles. How do you ensure that the maintenance team is adhering to the required frequency of this change?

"The first step for me would be to make sure that the maintenance team understands the importance of this task. I would personally communicate the proper way to complete the task and explain the importance of the task being completed. I find that people are much more likely to complete tasks if they understand why they are expected to do them. Additionally, I would create an SOP explaining how the process should be completed and at what frequency. Lastly, I would place a sign-off sheet at the process so the frequency at which the tooling is changed can easily be audited."

While manufacturing engineers may or may not have direct management responsibility for the maintenance staff in their areas, they will certainly be expected to give direction the the maintenance team at times. It is important you show that you will take ownership, not only of giving direction, but implementing processes that ensure that direction is followed. This could include updating documents, adding check sheets, performing audits, or other similar tasks. You should use this answer to highlight your ability to communicate and show your understanding of implementing processes in the workplace.

"If possible, I would install a counter. When the counter reached 400, the light would change to yellow. When 490, it would turn red. I would also ensure a steady supply of maintenance-required items was always available for the task. I would also ensure a backup supplier was in line for the required tools and supplies. I would also conduct a meeting with management and ensure a formal announcement was made for the maintenance workers and add it to the job duties."

What has been your involvement with new product launch?

"So far I have been part of two major launches in my career (along with countless mid-model launches and small product changes). I have always been a key player around launch, participating in APQP activities before launch and aiding the team during the start of production. At the SOP, I try to clear my schedule so I can dedicate almost all of my time to helping the production team resolve issues. I know that launch will always be a stressful and demanding time, so I plan my schedule accordingly. I make sure to be available at odd hours and on weekends, especially when in the midst of a new launch. "

Manufacturing engineers may or may not lead new product launches, depending on the size of the organization and the industry they work in. However, all organizations will rely on manufacturing engineers during a launch. The time around launch can be particularly demanding and difficult for everyone. It is important that along with highlighting your pertinent experience, you show your commitment to guaranteeing the success of the company during and after launch.

"New products were a daily thing at my previous job. Every day, there would be on average 20 new products we would release as a team. Monitoring the manufacturing process of the new product closely was always key to a successful launch."

"I have been a peripheral part of a group involved in product market research. I have been on tasting panels for a couple of new nonalcoholic products. The job was simple enough to taste the products and give feedback. Among the products was a new offering by my company and 7 competitors. It was interesting to see how diverse the opinions were based on a blind test versus open testing where the panelist could relate to the product on a wider scope than just smell and taste. A valuable lesson I learned there was how people chose products and the value of packaging and visual branding."

Please describe the benefits to using a structured problem-solving methodology to solve a problem.

"While there are numerous benefits to using a structured methodology to solve problems, I think the primary benefit lies in the problem-definition phase. By following a structured approach, participants are required to fully understand the problem and assign a root cause before they can begin working on solutions. This ensures that the activity actually eliminates a problem rather than just treating the symptoms of the problem. I have personally had good results using A3 problem solving to reduce scrap and decrease downtime in the past."

There are many structured problem-solving methodologies available to solve problems. The specific methodology utilized will often vary based on the organization and the type of problem which exists. While it is not usually expected that an engineer be an expert in a specific methodology, it is important they show they are disciplined and analytical enough to utilize a specific methodology once they have been trained. It is also important to show that you recognize the benefits offered by following a structured approach. You should highlight any experience you have utilizing structured problem-solving methodologies and give specific examples, if possible.

"When using a systematic problem-solving method, there is less room for error. In addition, others are able to understand the process better and follow along during conveyance of the troubleshooting status. Also, working effectively as a team is possible as well as delegating tasks without duplicating work. Tracking and measuring progress is also a benefit of structured problem-solving"

If you are asked to troubleshoot a problem and are having trouble establishing the root cause, what would be your next step?

"This has happened to me numerous times. Normally when presented with a problem regarding my processes, I am able to find the root cause fairly quickly. However, sometimes there are problems that are very difficult to diagnose. When asked to solve a difficult problem, I will always engage the team members and maintenance team who work in the area to see if we can work together to establish the cause. If that is not successful, I will escalate to my management and other more experienced engineers in the organization. If we cannot come to a resolution with those steps, I will engage the equipment vendor or other outside experts for help. "

Manufacturing engineers are usually treated as subject matter experts in the areas they support. Oftentimes, they will be called to help when the production and maintenance teams cannot resolve an issue with equipment. There will be a time in every engineers' career when they are presented with a difficult problem that they cannot solve on their own. It is important to show that you will do the best you can to troubleshoot problems, but that you will quickly and effectively call on help when you cannot seem to reach a solution.

"My next step would be to consult various experts within the company. If no solutions arise internally, I would escalate the issue to a manufacturer or expert. If there are none available or a solution is still not established, I would request management hire an external professional."

What is your experience with solid modeling/CAD?

"While I am not a GD&T expert, I do understand how to read a print. I have experience with Solid Works and Pro-E. I can create models and drawings of most tools and fixtures that I need to have made. I have even created some models of machines and check fixtures with a few moving parts. I really enjoy taking something from concept, to model, to drawing, and making it a reality."

Manufacturing engineers can have very different involvement with the creation and maintenance of models and drawings, depending on their specific role and organization. At a minimum, all manufacturing engineers should have the basic ability to read and interpret drawings and have a working knowledge of dimensioning and tolerancing methods. If you do have the ability to create drawings and models, this may be seen as a competitive advantage over other candidates. You should spell out all applicable training and experience you have in this area. Recent graduates who have formal training with specific applications should highlight this experience, as it usually transfers to other programs, and may put you at a more advanced level than other candidates.

"I have a certificate in AutoCAD, SolidWorks, SolidEdge, and NX. During my previous position as Tool Design Engineer, I spent 80% of my time in the CAD world. I would design various tools, create and assemble machine fixtures that would help to manufacture, and assign materials to said designs. We had a limited capability of machines, so I was required to work closely with CNC programmers as well as operations when designing and monitoring the fabrication of the CAD designs."

What is your experience with Work Instructions/ SOPs/Standardized Work?

"Since I am a recent graduate, I don't have any direct experience creating SOPs. However, I understand the importance of these documents. Ultimately, the instructions I create will be used to train the team and dictate how the process is completed. A correct and concise instruction can really dictate the success of a process. I look forward to getting to apply my classroom training in this area to real world situations."

Manufacturing engineers will need to be well-versed in creating and possibly maintaining documentation regarding how processes should operate. Each company will differ in nomenclature and exact expectations, but almost all companies will require some involvement with this documentation. It is imperative that the manufacturing engineer create correct, concise, and clear instructions to operate their processes. It is also critical that the manufacturing engineer understands the importance of these documents and realizes that these documents will be used as a training tool for operators. If you have limited experience creating instructions, reference the example answer to at least show your understanding of the importance of this function.

"At my most recent job, we had a whiteboard that was always open for idea sharing. My ideas typically included SOP flowcharts as ideas for helping the company. One of my SOP ideas saved the company over $12k and a lot of 2 T of scrap per year."

What is your experience with APQP?

"My prior company did not have an APQP process, per se. However, whenever we made a change to a process, we would meet as a team, complete a Process Change Request, and make sure that all stakeholders agreed on our change and the associated validation plan."

APQP or Advanced Product Quality Planning is often an integral part of manufacturing engineering. This is a process which allows companies to coordinate changes which may affect product quality. While this activity may or may not be coordinated by a manufacturing engineer, the engineering staff will almost certainly be involved. Even if the candidate has no direct experience, it is important that they demonstrate they have a working knowledge of the concept. It is also important that they show they are cognizant of product quality while executing their functions as a manufacturing engineer.

"While I have attended company APQP meetings, my primary involvement has been in applying process design and development standards. Specifically, I was responsible for developing the paperwork my team of engineers would carry on their clipboards and use to assess the factory operations. This was done on a weekly basis for standard products, but daily for new products."

"My prior company did not have an APQP process. However, whenever we made a change to a process, we would meet as a team, complete a Process Change Request, and make sure that all stakeholders agreed on our change and the associated validation plan."

How do you work with operators on the floor to be successful at your job?

"The team members who operate a process each day are usually the most knowledgeable people in the world about that specific process. While I may understand the theory and technical details of the process better than they do, the team members have a much more in-depth understanding of how the process actually operates. I always try to establish a relationship with the hourly team and make sure they know I value their input. When I receive feedback from them, I will always follow up, so that they know that I care. This makes me more effective as an engineer, because I can apply my technical abilities to solving the actual problems the team is experiencing, as opposed to only the problems perceived by management."

It is important that manufacturing engineers are able to establish rapport with the team they will be supporting. Although managing people is not usually a primary responsibility of manufacturing engineers, they do need to be effective at communicating and interacting with teams. A manufacturing engineer will often find themselves in situations where they need to offer direction, guidance, or advice to team members who do not directly report to them. When answering this question, you should show that you can effectively communicate to the hourly team and that you value the input received from team members. Poor communication skills and a negative attitude are common sources of resentment towards engineers, so this is a good opportunity to showcase your emotional intelligence, which may set you apart from other applicants.

"Working with operators, it is important to be knowledgeable regarding the equipment they use. Being familiar with their daily procedures, standards, and measuring their production output is key. Aside from the technical aspects, it is important to routinely conversate with them both personably and for work-related topics."

Once you have received multiple quotes for a project, how do you go about making a final supplier selection?

"After receiving quotes from suppliers, I usually prepare a summary for all quotes received. I present this summary, along with my recommendation, to my management to make a final supplier selection. When summarizing this information, I try my best to clearly spell out the differences in each quote and an estimated cost impact of each difference. Ultimately, I understand that the lowest cost option should be chosen, but sometimes there are hidden costs that are not immediately apparent. I always make sure that these costs are accounted for before a final decision is made."

There will usually be nuanced differences in quotes when working with multiple suppliers, even though they are responding to the same RFQ and specification. Most likely the final supplier selection will be made by a sourcing board or company management, but they will often request the manufacturing engineer's input to make a decision. Ultimately, there has to be a cost justification for the decision, but it is the manufacturing engineer's job to spell out the differences in each quote and provide a professional opinion as to which option is the best. It is important that you show an ability to consider all aspects of the project. You must show that the decision should not be made solely on the price, but that you will be cognizant of the cost at all times.

"If I cannot make the decision on my own, I seek consulting from either management higher-ups or coworkers. Before escalating the question to anyone else, I make a systematic comparison by narrowing down the quotes to the best of my ability. I compare features of the quotes: lead times, pricing, how easy it is to get in contact with the company, and dependability."

What is your willingness to work a flexible schedule? Are you open to working odd hours, evenings, holidays, or weekends?

"I am very willing to work as needed. I prefer to work mainly day-shift hours, but I make myself available, as needed, to support production issues or projects, as necessary. Most projects that I have been responsible for in the past have been completed over shut-down periods, so I am used to being flexible around holidays."

This question is very likely to come up in interviews for manufacturing engineers. You should be prepared to answer honestly. Many of a manufacturing engineer's core tasks can only be completed during non-production time (i.e. installing new equipment, making changes to existing equipment, etc.). For this reason, it is very important that the manufacturing engineer be open to working at the times required. Problems can occur at odd or inconvenient hours, and they must be immediately resolved. It is likely that a manufacturing engineer will be expected to answer the phone and be available to come to work, as needed. If you are not comfortable with this, you should be honest, but know that an inability to be flexible with your schedule will likely be a deal-breaker for this position.

"My job is my responsibility, and as a manufacturing engineer, there are many factors for which I would be responsible. Therefore, I am willing to remain in constant availability. in case issues may arise or odd hours of work are required. In fact, I have worked over 70-hour weeks when deadlines were tight."

"Having worked in a brewery for the past year, I understand the need for a flexible schedule. I understand that that is the nature of work in a factory. I wanted to work in manufacturing because it is quite hands-on and perhaps a bit chaotic too in some sense. I do not mind the un-routinely lifestyle that comes with such a job. I am happy to have the time to myself and my family when I've earned it. Finding work-life balance can be a challenge at times. But my partner is supportive and that along with the fact that I like my work makes things easier."

A team member approaches you and advises you that a piece of equipment you have installed is not functioning correctly. How do you proceed?

"When someone tells me that a piece of equipment is not functioning correctly, the first thing I do is ask them to show me the problem. I will go to the area in question with that individual and ask them to talk me through the problem. If the problem isn't something that is easily observable (say an intermittent failure), then I will ask if there is any way to narrow down the problem. If all else fails, then I will ask for them to wait for the problem to occur and then call me directly, so I can come and help troubleshoot the issue. This happened to me recently with a robotic packing cell that I had installed. The machine would alarm and stop intermittently, which required a team member to reset the machine. I wasn't aware of the problem until a team member told me about it. After asking the team member some questions and doing some investigation, we realized that an over current limit was set incorrectly on the robot. I asked a technician to correct the limit in the robot settings, and the problem hasn't happened since."

This will be a common occurrence in almost every manufacturing engineer's career. An engineer must show that they are willing and able to utilize feedback from the shop floor to solve problems and make improvements. Sometimes the feedback offered will be incorrect or not constructive, but it is imperative that the manufacturing engineer does not automatically assume this is the case. Provide examples of any time you may have gotten feedback like this and what you did to correct the error.

"I would ask the team member to explain the situation. I would ask numerous questions until their knowledge is completely relayed to me. From there, I would consult other parties and witnesses of the problem. From there, I would attempt to resolve the issue as quickly as possible to avoid interruption of production. If the problem is not easily resolved, I would grab my clipboard and record as much useful, key data as possible. Then, I would escalate the issue to my higher-ups if the problem is affecting production."

In an area you are responsible for, you observe a production team member who is not completing their job as it is specified in the work instructions. How do you handle this situation?

"During my career this situation has arisen for me quite often. If I notice that someone is completing their job in a way other than what is identified in their work instructions, I will approach the person and ask why they are doing the job in that way. The person may not have been trained adequately, or they may not be aware of the proper method. If this is the case, I will explain the proper method and reiterate the importance of following the steps as specified. If the person is purposefully not following the instructions, I will ask why they are doing the job in this way. Sometimes the team member has identified a better way to complete the task, in this case the instructions should be updated to reflect the new method so everyone else can be trained. If they are just taking short-cuts that could create problems, I will explain to them why this could cause a problem. After talking directly with the team member, I have found they will usually come around and follow the instructions."

Manufacturing engineers often operate in support roles. They are usually responsible for certain metrics in an area, but may not be directly responsible for the production team. This can put the engineer in a difficult spot when they identify non-conformances with the team. A good manufacturing engineer will establish rapport with their team and should have a good enough relationship to address most issues with the team personally. It is important that you show you are capable of communicating with all levels of the organization and that you will attempt to resolve issues with team members before resorting to management. This is also a good time to show that you value the feedback of the direct team, and that you will engage the team to identify opportunities for improvement.

"I would respectfully and personably join the team member in conversation, get a sense of their mental state, and seek to understand their level of comprehension of the project at hand. From there, I would attempt to provide helpful guidance and ensure they perform the duty correctly before leaving the team-member unattended."

What is your experience leading cost reduction activities?

"At my last company, I was tasked with leading all cost reduction initiates in the stamping department. In FY 19, we implemented over $2M worth of cost reductions, some of which were related to capital projects which I directly led. Others were low cost kaizens that I facilitated with the team. Our most successful project was a labor balancing activity that we completed as part of a kaizen event. This activity required almost no capital investment and saved approximately $500k/year in labor."

Identifying and leading cost reduction activities will almost certainly be expected tasks for manufacturing engineers. It is important to demonstrate an understanding of cost reduction initiatives and show that implementing them requires an analytical approach. Explaining pertinent details of your experience will help illustrate these points. This is a good opportunity to sell your experience and show that you possess some business acumen.

"Although I have not personally led cost-saving activities, I have provided significant support in laying the groundwork to do so. Specifically, in my experience, I would attend meetings with 3 manager heads at a time: the VP of operations, the head of engineering, and the head of manufacturing. They would assign me projects for cost-saving, then I would provide them with manufacturing techniques, fixtures, and documentation which would save significant time and minimize machine operations."

What is your experience with TPS/Lean manufacturing?

"I do not have any formal training in this area, but I have read Lean Thinking and some other books on the subject. I can really see the benefit of reducing waste in a manufacturing process. After reading the book, I've tried to apply the lean approach to my life, both personally and professionally. I would like to have the opportunity to gain more formal training in this area."

While the intricacies of the Toyota Production System and Lean manufacturing can be quite different, they share similar concepts and are often used interchangeably in conversation. While a manufacturing engineer's expectations regarding these subjects can vary widely, it is critical that the engineer is at least aware of some broad concepts and is able to show a working knowledge of the subject. If you lack experience or training in these areas, it would be worthwhile to do some research to understand the ideas of single piece flow, jidoka (error-proofing), JIT (just in time), kanban, waste reduction and/or other concepts. If you have significant experience in these areas, this is a good opportunity to highlight it, as this can really set you apart from other candidates.

"Because I am familiar with the intricacies of lean manufacturing for single parts, I can scale those same principles on a larger scale such as mass-production scrap minimization. During meetings, I can potentially communicate this as a mediator with the design engineers as well as carry them out with expert-level knowledge when providing guidance to the operators on the "how" and "why," when providing explanations for TPS standards. So, to summarize - I have seen different angles of TPS and can comfortably discuss this with my coworkers."

What is your experience regarding the reduction of scrap?

"Scrap reduction is one of the best opportunities for an engineer to create value. In the past I worked at an injection molding facility. We had one press that had a scrap rate of 12%. It had been operating in this condition for several months; the team seemed to think the defect was created by an intermittent failure due to the design of that particular mold. After working with the team, we identified that the problem was actually being caused by a communication error with the auxiliary equipment, causing the end of arm tool to drop the part at the wrong time. Once we identified the problem, we were able to correct the logic in the equipment and eliminate the communication problem. This reduced the scrap rate to around 1% and saved almost $7k/month."

Along with labor, scrap is generally one of the top controllable costs for manufacturers. Scrap reductions usually pass through to the bottom line at a 1 to 1 ratio, meaning that each dollar of scrap avoided is a dollar of profit generated. Scrap reduction may or may not be a primary function of a manufacturing engineer, but in any case, it is important that you demonstrate an understanding of the importance of scrap reduction and the effect it can have on a business. Any specific details of past experience with reducing scrap should be mentioned here. If you have limited experience, then it is important to show a clear understanding of the concept.

"As a design engineer, I was able to produce blueprints that specified instructions to the band saw operator certain geometry that would be utilized for not only the single part, but also for other parts. Therefore, as a manufacturing engineer, I can lay down specific guidelines not only for the machine operators, but also assist in developing design standards for the design engineers to yield lean less scrap that would ultimately help the company on a larger scale."

"Scrap reduction is one of the best opportunities for an engineer to create value. In the past, I had a process that had a scrap rate of 9%. It had been operating in this condition for several months; the team seemed to think the defect was created by an intermittent failure due to the setting of that particular machine. After working with the team, we identified that the problem was actually being caused by a communication error with the sensor, causing the end of the arm tool to drop the part at the wrong time. Once we identified the problem, we were able to correct the setting in the equipment and eliminate the communication problem. This reduced the scrap rate to around 1% and saved almost $3k/month."

As a Manufacturing Engineer, how do you see yourself fitting in to the day-to-day operations of the business?

"While my primary responsibility has usually been related to quoting new equipment and working in more of an advanced manufacturing role, I certainly understand the importance of supporting the floor. Any time there has been a problem with my lines that the maintenance team could not troubleshoot, they knew that I was just a phone call away. If I can't walk them through a solution on the phone, I will come in and join them to see how I can help get to the bottom of the problem."

The involvement of a manufacturing engineer in day-to-day operations can be quite varied, depending on the organization. Sometimes, different manufacturing engineers within an organization may have vastly different levels of involvement in day-to-day operations. Some manufacturing engineers will be directly responsible for managing maintenance staff and troubleshooting punctual problems, while others may support in more of an indirect role. In almost all organizations, manufacturing engineers will be expected to be subject matter experts around equipment and processes which they are responsible for. It is important that the candidate let the employer know that they understand the importance of the day-to-day operations and that they will go to necessary lengths to support the operations when needed. An engineer who thinks that they should not be expected to support the shop floor or help troubleshoot problems is not desirable for most companies.

"I understand my role as manufacturing engineer would be key to the operation of the facility. It's all important, so I would try to understand as much as possible about each workstation so, should a problem arise, troubleshooting would be done quickly and effectively. Additionally, I believe consulting my hire-ups to be important in carrying out orders effectively and staying up-to-date on the goals of the company and its operation."

"My primary responsibility has usually been related to supporting more of an advanced manufacturing role, I certainly understand the importance of supporting the floor. Any time there has been a problem with my lines that the maintenance team could not troubleshoot, they knew that I was just a phone call away. If I can't walk them through a solution on the phone, I will come in and join them to see how I can help get to the bottom of the problem."

Please explain why it is important to have a detailed specification when quoting equipment?

"It is very important that specifications be as detailed and accurate as possible. The more clear that you can make the requirements of a piece of equipment to the supplier, the better results you will achieve. If equipment is under quoted, it will likely not perform at the required level. If equipment is over quoted, there will be unnecessary cost incurred."

A large part of a manufacturing engineer's job will likely be quoting new equipment and bringing it on-line. Equipment which is quoted by manufacturing engineers will likely not be off-the-shelf products. Usually, the equipment will be configured to order or even custom built. This means that the equipment suppliers will quote their products based on the specification provided by the manufacturing engineer. If the specification is not correct, then the product may not perform at an acceptable level once purchased. If the specification is ambiguous, or if it exceeds the actual requirements, then there may be unnecessary cost incurred.

"The customer needs the right product to totally fulfill their requirements, and we, the manufacturer, need to provide appropriate pricing. For example, we don't want to quote plastic for a steel application because that could be dangerous or simply ineffective, nor do we want to quote steel equipment for a plastic application because we would be going beyond budget and engineering requirements. So, in summary - budget, safety, customer satisfaction, and to avoid over-engineering."

"I believe that the more clear the requirements of a piece of equipment to the supplier, the better results will achieve. Therefore, make the specifications as detailed and accurate as possible. If equipment is underquoted, it will likely not perform at the required level. If equipment is over-quoted, there will be unnecessary costs incurred."

How does your previous work experience make you a good candidate for this position?

"Last summer, I had an internship at a melt shop. One of my projects was to source a new baghouse filter. I first checked to see what kind we were already using and confirmed with the plant's environmental manager that the filter was allowing the shop to meet the air quality requirements. The filter was working well, so I solicited a couple quotes from recommended suppliers. We ended up going with the supplier who was available on a day the melt shop was already scheduled to be shut down. I anticipate doing similar projects in this position."

Show the interviewer your progressive career development by explaining how your previous experience has prepared you for this position. If you've been exposed to manufacturing or related industries or have worked in these industries before, discuss it here. Additionally, tell your interviewer if you have experience creating schedules, enforcing safety protocols, or conducting safety audits, as these tasks are often part of a manufacturing engineer's job.

"There is a significant correlation between my prior experience and this position. As a CNC programmer in one instance and a design engineer in another, I am comfortable working with many departments simultaneously. Additionally, I am accustomed to both supervising and operating the heavy machinery and lifting equipment I noticed on your manufacturing floor during the tour."

How does your education make you a good candidate for this position?

"As I mentioned before, I recently graduated with a degree in Mechanical Engineering. My general coursework covered material science, heat transfer, and fluid mechanics, which I anticipate will come into play when I'm selecting equipment such as a pump or chiller, or tensioning conveyor belts or flat-rolled steel. In one of my senior electives, we discussed Lean Manufacturing and had a project where we identified a process and its value streams. A couple friends and I worked together to make the sandwich-making process at Subway more efficient. While I know general theory isn't directly applicable to this exact position, I do look forward to putting this general knowledge to more applicable use."

Show the interviewer that you can connect academic theory to workplace practice and that you are familiar with the general academic disciplines relevant to manufacturing engineering. Strengthen your answer by telling the interviewer about an applicable course you took or a previous internship relevant to manufacturing.

"If I could direct you to the education portion of my resume, you'll notice an associate degree in a corresponding field: Mechanical Engineering Technology Design. This has proved useful in my manufacturing engineering internships because it has allowed me to work well with design engineers and provide helpful feedback to them while also keeping in mind what our manufacturing floor is capable of."

What are your greatest strengths?

"My greatest strength is my ability to see the big picture. I enjoy the challenge of figuring out the details of how to achieve a high-level goal by looking at the smaller, day-to-day steps. As a manufacturing engineer, I look forward to using my strengths to improve overall plant production through my projects, whether they are smaller maintenance projects or larger capital improvement projects."

Tell the interviewer one of your strengths that makes you a strong candidate for the position. Read the job description to get a sense of your daily job duties and who you will be communicating with. Manufacturing engineering positions usually require some equipment maintenance projects, longer capital improvement projects, and quality assurance/quality control projects. Manufacturing engineers typically communicate with outside contractors and suppliers, other engineering team members, corporate employees located at the same plant or in a corporate office, and union and non-union tradesmen.

"My ability to comprehend data is rather significant. I read data like most people read books. The other strength is how I use data: I quickly determine bottlenecks, develop useful standards for efficient manufacturing processes, and create ergonomic ways to track corresponding results of said process modification."

Why are you interested in the position of manufacturing engineer?

"My name is ____, and as you can see from my resume I recently graduated with a degree in Mechanical Engineering from University. I'm seeking a dynamic and challenging position where I can work on my mechanical design and project management skills. I'm excited to learn more about the manufacturing industry."

Your answer to this question should reveal your interest in manufacturing. A manufacturing environment can be very stressful and demanding, so employers want to know they are getting someone with a genuine interest in the field, not someone just looking for a job. There are a lot of good answers to this question; the candidate just needs to be honest and give reasons why they are a great choice for the job.

"I have always been interested in manufacturing. I genuinely enjoy watching the transformation of raw materials into finished products right before my eyes. I like to operate in a fast paced environment where I get to solve problems and see the effects of my work immediately."

"Well, from an early age I had a significant interest in making things. This interest developed with hobbies like 3D printing, and building a small metallurgy factory in my backyard where I would make toys for my neighborhood friends, and I even had an interest in finding ways to make our home chores more efficient. Mom was happy! She left me in charge of the chores after I made a way to measure our productivity and I'd just give her the weekly reports... It just so happened that there was a field that suited this interest. After pursuing manufacturing engineering as my advocation for some years, gaining certificates and formal education, it turns out I like the field."

Manufacturing Engineer Interview Questions

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1. How will you plan to work with the operational management to be successful at your job?
2. What is the importance of communication?
3. Do you have any previous safety training?
4. What do you believe is an individual's role when working with a team?
5. Tell me about a time when you had to work under pressure.
6. If a customer requests that you share data that you feel may be damaging to your company, how do you react?
7. When visiting a potential equipment supplier, how would you evaluate their readiness for a project?
8. Do you have any applicable certifications? Are there any certifications which you would like to pursue while you work here?
9. How do you go about identifying potential projects that you should be working on?
10. How do you measure your success as a manufacturing engineer?
11. You identify that a key aspect of a process is that a piece of expendable tooling be changed every 500 cycles. How do you ensure that the maintenance team is adhering to the required frequency of this change?
12. What has been your involvement with new product launch?
13. Please describe the benefits to using a structured problem-solving methodology to solve a problem.
14. If you are asked to troubleshoot a problem and are having trouble establishing the root cause, what would be your next step?
15. What is your experience with solid modeling/CAD?
16. What is your experience with Work Instructions/ SOPs/Standardized Work?
17. What is your experience with APQP?
18. How do you work with operators on the floor to be successful at your job?
19. Once you have received multiple quotes for a project, how do you go about making a final supplier selection?
20. What is your willingness to work a flexible schedule? Are you open to working odd hours, evenings, holidays, or weekends?
21. A team member approaches you and advises you that a piece of equipment you have installed is not functioning correctly. How do you proceed?
22. In an area you are responsible for, you observe a production team member who is not completing their job as it is specified in the work instructions. How do you handle this situation?
23. What is your experience leading cost reduction activities?
24. What is your experience with TPS/Lean manufacturing?
25. What is your experience regarding the reduction of scrap?
26. As a Manufacturing Engineer, how do you see yourself fitting in to the day-to-day operations of the business?
27. Please explain why it is important to have a detailed specification when quoting equipment?
28. How does your previous work experience make you a good candidate for this position?
29. How does your education make you a good candidate for this position?
30. What are your greatest strengths?
31. Why are you interested in the position of manufacturing engineer?

Manufacturing Engineer Interview Questions

1. How will you plan to work with the operational management to be successful at your job?

2. What is the importance of communication?

3. Do you have any previous safety training?

4. What do you believe is an individual's role when working with a team?

5. Tell me about a time when you had to work under pressure.

6. If a customer requests that you share data that you feel may be damaging to your company, how do you react?

7. When visiting a potential equipment supplier, how would you evaluate their readiness for a project?

8. Do you have any applicable certifications? Are there any certifications which you would like to pursue while you work here?

9. How do you go about identifying potential projects that you should be working on?

10. How do you measure your success as a manufacturing engineer?

11. You identify that a key aspect of a process is that a piece of expendable tooling be changed every 500 cycles. How do you ensure that the maintenance team is adhering to the required frequency of this change?

12. What has been your involvement with new product launch?

13. Please describe the benefits to using a structured problem-solving methodology to solve a problem.

14. If you are asked to troubleshoot a problem and are having trouble establishing the root cause, what would be your next step?

15. What is your experience with solid modeling/CAD?

16. What is your experience with Work Instructions/ SOPs/Standardized Work?

17. What is your experience with APQP?

18. How do you work with operators on the floor to be successful at your job?

19. Once you have received multiple quotes for a project, how do you go about making a final supplier selection?

20. What is your willingness to work a flexible schedule? Are you open to working odd hours, evenings, holidays, or weekends?

21. A team member approaches you and advises you that a piece of equipment you have installed is not functioning correctly. How do you proceed?

22. In an area you are responsible for, you observe a production team member who is not completing their job as it is specified in the work instructions. How do you handle this situation?

23. What is your experience leading cost reduction activities?

24. What is your experience with TPS/Lean manufacturing?

25. What is your experience regarding the reduction of scrap?

26. As a Manufacturing Engineer, how do you see yourself fitting in to the day-to-day operations of the business?

27. Please explain why it is important to have a detailed specification when quoting equipment?

28. How does your previous work experience make you a good candidate for this position?

29. How does your education make you a good candidate for this position?

30. What are your greatest strengths?

31. Why are you interested in the position of manufacturing engineer?