People are the key to a successfull change management for all types of projects, but ….Long lasting practices are difficult to change: Silo thinking of departments, poor cross-functional communication and procedures, missing “One team” spirit. Fast learners go ahead, leaving slower ones behind, thus 2 speeds , frustration comes. Lack of self-responsibility; no clear consequences in place (positive and negative). Responsibilities to be further defined/updated for each role. Acceptance of the site management to accept digital technologies. Clear awareness about the current capabilities and the potential gaps to close. Top Management is willing to accept digital changes, but it has not been cascaded downwards. Site digital / technology capabilities are harmonized globally and not locally managed. Company culture also can delay new processes.
Challenges when introducing Digital tools in operations: The human factor:
- How to teach operators effectively on new systems: Process Control Systems, Scanners, SAP, Trendminer, PowerBI
- How to overcome objections (typical objections when something is new)
- How to take operators on the path so that new processes can be successfully introduced
Challanges to discuss:
- How can we change culture to improve our processes and strengthen motivation of the workforce ?
- How can we use technology to enable people and get their support for initiatives ?
- What are tools and methods to overcome aversion , especially by older colleagues?
- What are best practices from other plants/companies ?
- The importance of operators really considered, when introducing new tools?
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