Driving Digital Transformation in Shopfloor - Part 2

There is a ripe opportunity in the era of Industry 4.0 to improve operational inefficiencies by deploying digital transformation (DT) approaches. Bringing together machines, digital products, and getting people to adapt to a new method of working in the front line is difficult, but necessary to make meaningful changes in the shop floor. More often than not, DT projects come with a change in the way the front line do their work.

In my second article in the series of driving DT on the shop floor, I layout two practical approaches to delivering DT projects. Digital transformation, in this context, involves utilising a new digital tool used by the front line, followed by a process change, in the shop floor. DT projects typically require a change in the mindset in the front line. This is no easy task for the plant manager to bring about to the team. It requires the leader to modify how the shop workers do their jobs; a difficult feat for a group that has spent years working in a specific and methodical manner. Motivating the shop floor to be open to implementing DT practices will be extremely challenging, and labour intensive.

The first model is the Big Bang Approach. This approach is about implementing/adopting the new product in a very intense and rapid approach by getting rid of the old systems and process.

First Model: The Big Bang Approach, which involves getting rid of old systems and processes in an intense and rapid timeframe to implement a new product.

Nature of Projects: This approach works best for well tested digital products which have previously been deployed elsewhere.

Implementation Strategy: Communication is key in the Big Bang approach. Management will create a lot of buzz around the new project and how it will improve the shop floor work culture. They aim to keep the front line excited about the transformation, even before the project begins. Training will be a top priority because this approach replaces the existing processes. The front line needs to ditch old methods and completely shift to a new workflow. Getting the front line’s full attention is imperative to avoid duplication of work and get the project moving faster. In essence, the implementation strategy is to bring a step-change.

Outcomes and side effects: Expect inconsistencies in results during early stages of implementation and execution. During the implementation phase, outcomes may not be as good as before. But, if management has planned well and training was implemented correctly, this approach will be successful.

Second Model: Slow Sloth Approach, where implementation happens together with testing and improving the product.

Nature of Projects: Best suited for new digital products that are tested, customised, and then deployed.

Implementation strategy: As the name of the approach itself hints, implementation is slow. This is because the front line will need time to get used to the new process, while continuously following the existing process. Active feedback from the shop floor workers is taken into account while customising the product. There will be a delay in implementation as the front line will have to simultaneously be aware of two processes at once. Therefore, as not to overwhelm the end-users, the approach should be performed in small, incremental changes.  

Outcomes and side effects: This approach should result in fewer inconsistencies in outcomes. Replacing old methods completely will only happen when management is confident in the consequences of the new process. Though time-consuming, final products during the implementation stage are not affected. By taking feedback from the front line, the end-users of the product, more time can be made for improving the product.

The nature of the project will help decide which method to use because there is no straightforward answer to this. 

If you want to read the first part of the series " How do you choose digital products for your factory " read it here.