The findings highlight increasing tension between productivity demands and operational support as manufacturers continue pushing for greater speed, efficiency and throughput across factory and industrial environments.

Workers cited unrealistic expectations from leadership, slow responses to operational issues and outdated systems as some of the biggest contributors to workplace frustration.

According to the report, 44% of workers identified unrealistic expectations from leadership as a top frustration, while 35% pointed to slow responses to risks and operational problems. Another 24% cited inadequate tools or outdated systems.

“Pressure builds quickly when workers are expected to move faster without the systems or support to do the job properly,” said Tom Murdock, managing director Americas at SafetyCulture. “Over time, that creates frustration, disengagement and increased operational risk.”

The report also suggests manufacturers and industrial operators may face growing risks tied to quality, consistency and operational reliability when production pressure outpaces process support and workforce resources.

“When employees feel pressure to cut corners or work around broken processes, businesses risk more than morale issues,” Murdock said. “They risk inconsistent standards, repeated mistakes and lower quality outcomes.”

Workers surveyed said improved communication, faster responses to operational concerns and better workplace systems would help reduce frustration and improve performance.