This is not possible with us – The way to change
Introducing new technologies or process models is not always easy. Often statements like ‘This is not possible with us’ or ‘This cannot work here!’ But why is that and how can it be prevented?
The reasons are actually quite easy to identify: a high degree of automation can cause people to be overwhelmed. In addition, there is further resistance from organisations: for example, IT systems are critically assessed on the basis of past experience. There are fears that risks will be underestimated. One wonders whether the expectations of the users are being met or whether it is just another expensive and complex IT project that is not working.
These fears are justified in a certain way, because often the end result is not what you expected. What is the reason for this? Most people hope for something that can only be achieved through the interaction of good software and good use. In Industry 4.0, one of the expectations is that production will organize itself, orders will be dynamically controlled by the shop floor and everything will communicate with each other. At the same time, many companies are still hierarchically and tacyloristically organized and it quickly becomes clear that this does not fit together and leads to the attitude: ‘This cannot work for us!’
THE RELIABILITY OF THE COMPANIES LEADS TO SUCCESS
Users must be allowed to assume responsibility and make decisions. Only then can they exploit the full potential. This requires the support and trust of their companies. An agile work organization with an iterative approach of cooperation in interdisciplinary teams is a helpful approach. The companies must create a sense for the work and bring thinking and acting together. Users at all levels must be enabled to make decisions – from worker to manager, from shop floor to top floor. To put it in Tim Ferris’ words, ‘It’s amazing that a person’s IQ seems to double as soon as you give him responsibility and make him feel trusted’.
Everyone must feel that they can influence and drive the processes instead of being driven by them. This helps to break down prejudices and mistrust. Due to constantly increasing complexity, it is imperative that people are not overwhelmed with too much and senseless information and that the IT systems used can be used intuitively and as needed. So the information and parameters necessary for the respective decision are needed, and ideally also the consequence that a decision entails. By enabling decisions, the path to prevention becomes possible. The right information must be in the right place at the right time and in the right role. It must be simple and intuitive and must be compiled from a wide variety of data sources and information to fit precisely. The dynamic display and hiding of relevant information is a must, as is the use of various technologies (browser, mobile, tablet).
THE ROLES OF EMPLOYEES CHANGE
But what impact does this have on the individual employee? The roles are changing. This change must be taken into account by enabling employees to keep up with it. This is exactly where you have to start: Education, further education, training – the entire education system must be questioned in order to do justice to the age of digitalisation.
The decisive factor: the path to ZERO defect production can only be taken together!