By Mark Whisenant, Director of Human Resources, Mountville Mills
Change isn’t fun for most, but change is upon us and critical to the manufacturing industry. With change comes change management, a topic that is as big, if not bigger, than the actual change being implemented itself. The origin of the word change comes from a Latin word, cambiare meaning “to exchange.” So, to change means you must exchange along the way. When it comes to introducing new technologies in a manufacturing setting, I believe there are three key areas to examine and exchange with all stakeholders in the process.
The Why
The first exchange is verbal, the why. The why behind the change, the business case, and the current hurdles and roadblocks that have led to this new technology change. The why has to be explained to every level of the organization, including operators on the manufacturing floor. I believe that when people hear and understand the why behind a decision versus the directive to make the change from management, they may see the bigger picture and adopt that change with an open mind. Some levels of the organization may need watered-down versions of the why, but all must understand how the change may affect them and their work.
Perspective & Knowledge
The second exchange is mental, perspectives, and knowledge of stakeholders. When it comes to technological changes in manufacturing, there is a good chance end users may not understand the technology or the upgraded solutions at all. Making a decision and implementing without the input from end users and others along the way could lead to more confusion than ever before. A critical step in the process could be missed due to institutional knowledge of a product or process, or, worse, due to a negative connection between end users and implementers. I believe early transparency among all parties can foster great collaboration and a more successful due diligence period, ultimately leading to a successful technology launch.
Hands-On Training
The third exchange is physical, hands-on training for go-live rollouts. You can talk about change and learn about the new change, but if you do not practice the change, it will not become reality, or that reality will be skewed by negative forces. If key stakeholders are not fully informed and well-trained, how can expectations of flawless execution be attainable? To me, training in new technology is not done in a day, in a shift, or in a one-hour meeting; it is achieved through a steady dose of practical scenarios and experiences within the application. Do not believe for one second that a SOP change, a huddle, a one-pager handout, or a signature constitutes a properly trained user. Each individual learns and connects differently, so a collaborative training plan is critical to the end user’s success.
Ancient Greek philosopher Heraclitus famously said: “The only constant in life is change.” He also believed that change is the fundamental nature of reality. Manufacturing is changing daily; rapid innovation is driving technological change, so be ready to engage your entire organization. The three exchange ideas discussed are not the full life cycle of change management, but rather three distinct dimensions of human functioning: how we act, communicate, process information, and interact.
Whoever leads each exchange in every organization may differ, BUT don’t take this part of the equation too lightly. They may differ along the way, but they must have the organization’s and their audience’s trust to engage in a positive exchange. Good luck in your journey of technology change!
