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Increasing team capabilities and refining processes are essential to Elexon Electronics’ growth strategy. We spoke with Haley Gordon, the Production Manager at Elexon Electronics, to learn more about how these changes are affecting team performance, improving efficiency, and the company’s future direction as it continues to evolve. Haley’s approach is helping Elexon not only to grow but to grow smarter. By empowering teams and streamlining processes, they are creating a more productive and collaborative future.

Thank you for joining us today, Haley. You’ve been with Elexon Electronics for a few months now. What initially attracted you to this role? 

I first heard about Elexon when I read about the fire and its incredible recovery. The resilience and determination shown by the company to come back even stronger left a lasting impression on me. I remember thinking at the time, “This is a place I would love to work at.” When I received Frank’s LinkedIn message, sharing an opportunity to join the team, I was very excited. It was clear that Elexon was not just rebuilding but evolving, and I knew I wanted to be part of that journey. 

Elexon’s recovery was remarkably quick. What stood out to you most about that process? 

It was the speed and teamwork that impressed me. I have worked in companies that couldn’t withstand much smaller challenges. But at Elexon, the team banded together, adapted, and moved forward. During the interview process, I met people who each had their own version of how they contributed during that time, and that collective effort really confirmed that this was the right place for me. I was drawn to the sense of collaboration and commitment across the entire team. 

You have had a long career in manufacturing. How has your previous experience prepared you for the unique challenges at Elexon? 

I’ve spent over 10 years in manufacturing, working across various sectors, starting as an assembly operator in textiles and moving into pharmaceuticals and medical devices. Over time, I managed teams ranging from 10 to over 300 people, so I have seen the full spectrum of production processes—from the ground up to large-scale operations. My background is mostly in high-volume production, which is quite different from Elexon’s high-mix, low-volume environment. However, the principles of continuous improvement are universal.  

My experience in larger-scale operations taught me how to identify inefficiencies, streamline processes, and optimise production. I’ve learned as much from what didn’t work as from what did, and that perspective has been invaluable in navigating Elexon’s diverse and complex production challenges. It’s about bringing that expertise and adapting it to ensure everything runs smoothly, especially in a more varied manufacturing setting like Elexon’s. 

What was your first impression of Elexon’s production approach? 

I was impressed by the flexibility required to handle such a wide range of products with varying production volumes. It demands a high level of adaptability, and that’s both challenging and exciting. You need to constantly adjust and find innovative ways to improve processes, which makes every day different and rewarding. 

Could you describe a typical day for you as Production Manager at Elexon? 

My day usually starts with a scrum meeting with different teams, such as our assembly team and those focused on specific customer sectors like mining or defence. We review progress, set priorities, and address any bottlenecks. After that, my day consists of various meetings, including production updates with stakeholders. A lot of focus right now is on analysing data to drive improvements in our processes and meet our production goals. 

Elexon’s “Elexon2Zero” initiative aims for zero defects, zero delays, and zero returns. How is the production team involved in achieving these ambitious goals? 

The Elexon2Zero initiative has brought significant changes to how we operate. We have implemented advanced quality control systems, including 3D Solder Paste Inspection (SPI), 3D Automated Optical Inspection (AOI), and Flying Probe Inspection, which allow us to monitor product quality closely throughout the production process. 

In addition, we recently deployed a production scheduling tool, M1 EG, developed by our Technical Director, Leigh Bateman. Currently, it’s more of a visual guide to help us estimate capacity, but it has already improved our ability to track upcoming jobs and ensure we have the necessary materials.  

We have also hired a dedicated Production Planner to refine the scheduling process and make better use of the tool. The goal is to eventually automate parts of the scheduling system, which will improve efficiency and help us maintain the high standards set by the Elexon Zero initiative. 

What are the main challenges in achieving the goals of the Elexon2Zero initiative?

Managing the complexity of high-mix, low-volume production is definitely a challenge, especially when it comes to maintaining consistency and quality. But tools like M1 EG and the additional resources we’ve brought in are helping us stay on track. Mindset change of the production staff is another part of the challenge.  Quality improvement goes hand in hand with accountability and personal responsibility. We are focusing on supporting the team in the development in this area. This is all goes hand in hand with team culture and becoming a cohesive  

 We’re also focusing on team training and ensuring we have the right resources in place. One exciting result already is that we recently completed two products with zero defects, which is a huge milestone for us! 

Manufacturing has traditionally been a male-dominated field. How has your experience been as a woman in this industry? 

I have never seen my gender as a disadvantage. I believe that if you are the right person for the job, it shouldn’t matter whether you’re male or female. That said, I know the challenges women can face in this field, and I’m passionate about helping break those stereotypes. Manufacturing is an incredibly rewarding industry for anyone with the right mindset and skills, and I hope more women see it as an opportunity. 

What do you think could be done to attract more women into the manufacturing industry? 

Raising awareness is key. We need to start by educating students early on that manufacturing is a viable and exciting career path for both men and women. At Elexon, we’ve been proactive by hosting tours for students and teachers, but there’s always more to do. It’s about changing perceptions and showing the opportunities manufacturing offers. 

Looking ahead, what are your key priorities for the next 12 months at Elexon? 

My focus is on developing several teams that are working on different projects and products. It’s essential that each team has the skills and resources needed to succeed. Skilled and collaborative teams are one of the pillars of the Elexon2Zero initiative, so building that capability is directly linked to the overall goals of the initiative. The initiative is our priority, but it involves many parts—from improving production efficiency to ensuring we have the right people in the right roles to make it happen. 

Lastly, what advice would you offer to someone stepping into a similar role in high-tech manufacturing? 

Embrace continuous learning and be open to transferring your skills across industries. I didn’t have much knowledge about electronics when I started, but I’ve learned quickly by being open to new experiences. Building strong relationships with your team and collaborating across departments is also essential. Above all, have a growth mindset—see challenges as opportunities for improvement. 

Thank you so much for your insights, Haley!