Part 2
No transformation without change
The path to digitisation is certainly not free of obstacles and challenges. It involves a process of experimentation, making mistakes and learning from them. When asked about the biggest challenges, the role of the employees constantly emerges as the main factor. Change management is crucial when implementing a digitisation process.
Maar wat leveren die data nu concreet op? De tweede horde die maakbedrijven nemen, is die data op een overzichtelijke en efficiënte manier aan de medewerkers presenteren.
Guy De Winne (ST Engineering): “De voorbije jaren verzamelden we heel wat data, maar die zat verspreid over verschillende databases, zowel vanuit de productie en machines als uit de ondersteunende diensten. We wilden ervoor zorgen dat alle informatie gecentraliseerd werd in één datacube met verschillende views. Zodat elke medewerker vlot de juiste informatie voor zijn functie uit die centrale database kan halen.”
Part 2 - No transformation without change
The importance of change management
5 tips for successful change management
If a factory wants to digitise, first and foremost you must get the people on board. This conclusion will be familiar to almost every Factory of the Future. The change must be supported and understood by the employees themselves. And this involves a change in mentality.
The importance of change management
Not just how, but also why
Jef Monballyu (Ontex): “The smart factory offers unmistakable advantages. As long as you properly guide your people before, during and after the transformation. We seriously underestimated this a few times. It seemed logical that everyone would support this whole transformation story, but that isn’t the case at all. Even more than training, communication proved to be the key to success. Not only about how we will tackle things in the future, but above all why.”
At Lavetan, they also recognise this need to get the employees on board.
Jan Robrechts: “Meaningful digitisation and robotisation depend on insights into your processes. And who knows them better than your own people, clients and suppliers? This is why we have always called on their common sense when redesigning our processes. It’s also how the transformation immediately found its way into our organisation’s DNA.”
Change does inevitably cause friction, the lab director admits. “Retraining, learning a different working method, the inevitable mistakes: change is always tough at the start. That's why gradual introduction is so important. You can do this by focusing on that one department or segment involved, but giving the rest of your team a break. This ensures that change never becomes too disruptive. And always remember that every microtransformation at the management table means a macrotransformation in the workplace.”
Gradual introduction is key
It seemed logical that everyone would support this whole transformation story, but that isn’t the case at all.”
Every microtransformation at the management table means a macrotransformation in the workplace.”
Duracell tackled its change management by bringing together various enthusiastic volunteers to take the initial steps.
Jan Casteels: “In our previous innovations, we focused on change management to get all the employees on board. We did this using innovation teams staffed by volunteers. Not necessarily people with an IT background, but everyone who was interested in collaborating on the project in question. This kind of core team inspires the rest of the employees and creates enthusiasm within the company.”
A core team of enthusiastic volunteers inspires the rest of the employees and creates enthusiasm within the company.”
People and technology work hand-in-hand on Vandemoortele's production floor. Although cobots are undoubtedly the most prominent example of this, tablets were also introduced for data entry and process monitoring.
Pepijn Verhaeghe: “People embrace so many new technologies in their private lives, so why not demonstrate the same agility professionally? These kinds of transitions naturally require training and an induction period, but the main key to success is confidence among your employees. Among other things, you can earn their trust by showing them that these new technologies and tools are there to facilitate their job, not to make their presence unnecessary in the long run.”
The key to success is confidence among your employees. Among other things, you can earn their trust by showing them that these new technologies and tools are there to facilitate their job.”
You can implement changes step-by-step, and with every success you build confidence to go one step further.”
ST Engineering was extremely successful at getting the employees on board with the company’s digitisation.
Guy De Winne: “In order to make the transformation a success, it is crucial for your employees to recognise that the evolution is necessary. You can implement changes step-by-step, and with every success you build confidence to go one step further. I am very proud that our employees have supported our transformation story over the past 20 years.”
Geert Jacobs (Agoria): “Although the management is responsible for the vision, the engagement of the employees themselves plays a crucial role in determining the success of your digitisation process. And in order to create this engagement, you must give them ownership of the innovations. Ensure that employees can take responsibility for innovation projects, are given the scope to develop new skills and have the freedom to configure their own job. All these steps contribute to an agile and resilient organisation in which the change comes from the employees: a fertile ground for digitisation.”
Francis Duvivier (Proximus): “The speed at which your employees reach cruising speed in your digitisation process also depends on the corporate culture. Not all organisations have an innovation culture, and it’s not easy to change course. So be patient, involve the employees, create scope for creativity and resources. Change management can take time. The initial phase is the slowest. After the initial successes, the process often speeds up considerably.”
Part 2
No transformation without change
The path to digitisation is certainly not free of obstacles and challenges. It involves a process of experimentation, making mistakes and learning from them. When asked about the biggest challenges, the role of the employees constantly emerges as the main factor. Change management is crucial when implementing a digitisation process.
The importance of change management
If a factory wants to digitise, first and foremost you must get the people on board. This conclusion will be familiar to almost every Factory of the Future. The change must be supported and understood by the employees themselves. And this involves a change in mentality.
Not just how, but also why
Jef Monballyu (Ontex): “The smart factory offers unmistakable advantages. As long as you properly guide your people before, during and after the transformation. We seriously underestimated this a few times. It seemed logical that everyone would support this whole transformation story, but that isn’t the case at all. Even more than training, communication proved to be the key to success. Not only about how we will tackle things in the future, but above all why.”
It seemed logical that everyone would support this whole transformation story, but that isn’t the case at all.”
Gradual introduction is key
At Lavetan, they also recognise this need to get the employees on board.
Jan Robrechts: “Meaningful digitisation and robotisation depend on insights into your processes. And who knows them better than your own people, clients and suppliers? This is why we have always called on their common sense when redesigning our processes. It’s also how the transformation immediately found its way into our organisation’s DNA.”
Change does inevitably cause friction, the lab director admits. “Retraining, learning a different working method, the inevitable mistakes: change is always tough at the start. That's why gradual introduction is so important. You can do this by focusing on that one department or segment involved, but giving the rest of your team a break. This ensures that change never becomes too disruptive. And always remember that every microtransformation at the management table means a macrotransformation in the workplace.”
Every microtransformation at the management table means a macrotransformation in the workplace.”
Duracell tackled its change management by bringing together various enthusiastic volunteers to take the initial steps.
Jan Casteels: “In our previous innovations, we focused on change management to get all the employees on board. We did this using innovation teams staffed by volunteers. Not necessarily people with an IT background, but everyone who was interested in collaborating on the project in question. This kind of core team inspires the rest of the employees and creates enthusiasm within the company.”
A core team of enthusiastic volunteers inspires the rest of the employees and creates enthusiasm within the company.”
People and technology work hand-in-hand on Vandemoortele's production floor. Although cobots are undoubtedly the most prominent example of this, tablets were also introduced for data entry and process monitoring.
Pepijn Verhaeghe: “People embrace so many new technologies in their private lives, so why not demonstrate the same agility professionally? These kinds of transitions naturally require training and an induction period, but the main key to success is confidence among your employees. Among other things, you can earn their trust by showing them that these new technologies and tools are there to facilitate their job, not to make their presence unnecessary in the long run.”
The key to success is confidence among your employees. Among other things, you can earn their trust by showing them that these new technologies and tools are there to facilitate their job.”
ST Engineering was extremely successful at getting the employees on board with the company’s digitisation.
Guy De Winne: “In order to make the transformation a success, it is crucial for your employees to recognise that the evolution is necessary. You can implement changes step-by-step, and with every success you build confidence to go one step further. I am very proud that our employees have supported our transformation story over the past 20 years.”
You can implement changes step-by-step, and with every success you build confidence to go one step further.”
Geert Jacobs (Agoria): “Although the management is responsible for the vision, the engagement of the employees themselves plays a crucial role in determining the success of your digitisation process. And in order to create this engagement, you must give them ownership of the innovations. Ensure that employees can take responsibility for innovation projects, are given the scope to develop new skills and have the freedom to configure their own job. All these steps contribute to an agile and resilient organisation in which the change comes from the employees: a fertile ground for digitisation.”
Francis Duvivier (Proximus): “The speed at which your employees reach cruising speed in your digitisation process also depends on the corporate culture. Not all organisations have an innovation culture, and it’s not easy to change course. So be patient, involve the employees, create scope for creativity and resources. Change management can take time. The initial phase is the slowest. After the initial successes, the process often speeds up considerably.”