At some point in the past few years, manufacturing leaders have likely had the feeling that business — and the world — seems a lot more complex than it used to be. These leaders aren’t alone, and they aren’t wrong. Earlier this year, the World Economic Forum described ongoing market volatility as “structural.” In other words, it’s not a phase; it’s a permanent part of life.
In response to the seemingly endless challenges affecting daily operations, many manufacturing leaders have adjusted their business strategies to improve their resiliency and adaptability. This makes sense, because the organizations that successfully operate through a crisis will edge out the competition in the long term.
One of the best ways for manufacturers to improve their resiliency is through the implementation of advanced technology — and since just 26% of manufacturers currently rely on advanced technology, it’s the obvious strategy for most. But in their pursuit of more advanced operations, many manufacturers inadvertently neglect one key variable necessary for lasting success: the humans who make it all possible.
Leading manufacturers focus on people, processes, and technology — in that order. And in fact, this prioritization is the only way to keep moving forward in an ever-complex market.
What advanced tech looks like, on and off the shop floor
If manufacturers want to pursue technological advancement, there are many ways to go about it. On the shop floor, there are countless avenues for optimization. Whether they update individual machines or implement system-wide “smart” software solutions, manufacturers can gain the benefits of:
- Unified operations
- More efficient production
- Smarter resource management
- Less waste
- Better resiliency and adaptability
Beyond the shop floor, manufacturers can modernize their internal operations with technology that helps teams stay organized, optimize customer communications and service, and better forecast future needs.
Whether organizations pursue one or several paths of improvement, they’re taking a step in the right direction. Each upgrade boosts incremental efficiency and positions facilities well for whatever may come down the pike.
But as we’ve said, the technology itself should be last in the hierarchy of people, processes, and tech. Still, it can be helpful for leaders to know what they’re aiming for while they focus on their people. Making it stick requires a culture shift.
Tech initiatives simply won’t stick if organizations don’t bring their people on board. Making it work requires more than just thorough, continuous training and encouragement — though that is a pivotal part of long-term success and an absolute must.
But underpinning all those efforts must be a carefully cultivated culture of learning. From the top down, organizations need to be driven by a thirst for better, more, faster. When teams are frustrated by new processes, when the inevitable speed bumps occur, culture is what employees will fall back on. It will propel them forward and remind them of why this evolution toward advanced tech matters.
Executives need to drive and sustain this culture by celebrating and demonstrating the way advanced technology will move the entire organization forward. This might look like:
- Establishing data-backed KPIs for each employee’s performance
- Quantifying company-wide improvements with data
- Hosting round-tables or lunch and learns with each department to openly discuss what advanced tech will mean day-to-day
If leaders successfully pair change management with a cultural shift, “operations” will ultimately become synonymous with “data.” Everyone on staff will be well versed in (and proud of) how their role intersects with data.
- Shop-floor workers will know how to use new systems and interpret production data.
- Front-line managers will use data analysis for critical problem-solving.
- Product development teams will use data to better understand customer needs, predict stress and fatigue in mechanical components, simulate operating conditions before building prototypes, and more.
- Sales and marketing teams will rely on data to inform outreach strategies; they’ll also be able to celebrate their organization’s tech in their conversations with prospects.
- Executives will make data the foundation of their organizational strategies. Intuition and experience still matter, but there’s no arguing with hard numbers.
Prioritizing people is how leaders will get to this place. By putting their people first and gaining a sharp understanding of their processes, roles, and needs, leaders can implement advanced technology the right way.
People before all else
Putting “people” first means more than prioritizing employees — it includes customers, too. World-class manufacturers recognize this and ensure everything they do directly aligns with the north star of customer outcomes. Leaders should make a point to remind their teams that the end-game is always about customers; this perspective will help every single employee take pride in their work and recognize the unique value they bring to the organization.
The best roadmaps to advanced tech start by prioritizing and considering human touchpoints, mapping processes, and understanding how everything cascades down to customer outcomes. Only then — once your operational shortcomings, team needs, and upside potential are clear — should leaders decide whether and how advanced technology could help fill the gaps.
That’s how you ensure employees don’t get left behind, it’s how you optimize customer success, and it’s how you move forward as one cohesive unit into the future.
