Digitization of your metalworking factory, can be a great way to improve efficiency and save time and money, but if it is properly prepared and executed.
However, digitization can lead to errors and wasted time if not done correctly. If it’s not done right, you’ll end up with more digital systems, instead of an integrated solution.
How do we avoid typical pitfalls in digitally transforming your factory? Here are the top 4, I hear:
1. The urgency trap.
"There are momentarily more important matters. It can wait for now.”
With a large digitization project, it can be difficult to see the finish line.
At first there is much enthusiasm, but this quickly diminishes as other priorities begin to take hold.
Unfinished projects are taking away from your focus, and at worst can be plain capital destruction.
After all, the time and effort put into the project is lost if it is not delivered in the hands of the end-users.
A common cause for this pitfall, is that the project no longer is urgent enough. And this commonly is caused by mismanaged expectations.
Build or buy a solution hastily, and you could introduce more problems than you solve. Therefore, always make sure you start a project because you solve a problem, rather than introducing shiny thing.
2. The attention trap
"It can be done in between."
A common problem that digitization is combined simultaneously with they daily whirlwind of tasks. This leads to the staff feeling overwhelmed and juggling all sorts of small pieces.
Similar to urgency, projects are underestimated. Change is hard. And achieving anything meaningful requires learning new things.
Staff is not used to the new technology, and has no time to time to figure it out. The solution provider needs lots of input, but there is no internal clarity about how it should work.
As a result, the team needs the time, which they don’t have.
And worse: it can lead to mistakes if employees try to quickly work their way through the project without taking the time to do it carefully.
As a result, projects that are squeezed in get stuck, fail or get cancelled all together. Make sure to plan for projects.
3. The moving train trap
"We should just get started."
Too often, digitization projects are implemented without a clear understanding of what is needed or what impact it makes.
Software is bought based on a quick demo. Machines are purchased because there is a lack of capacity. Trainings are booked for usage. And then after this all there, the questions are being asked how this will be connected.
The result: The wrong solutions were bought. Machines don’t talk to the software required. Training was conducted for the wrong staff. Integrations are possible via legacy connection.
And then you have to figure all this out in the moment. This can lead to unnecessary time and money being wasted on unnecessary actions figuring out what’s needed.
To avoid this waste, it is essential to take the time to see and understand the process being digitalised. A good transformation starts with a blueprint.
4. The IT / OT silo trap
"Bob takes care of that because he knows the most about IT stuff."
Digitization is software AND processes. And effective Digital Transformation is impacting both office, shop floor and IT-management.
It starts from an IT perspective, but must be aligned with the existing and intended way people or systems work in the day-to-day business.
Failure to do so can lead to frustration among staff trying to use the new system, and may even lead to the failure of the digitization project.
This pitfall is caused by considering business processes, the shop floor and IT systems separately, when they are interconnected and should help each other.
People with the need for improvement and the creators of the digitization solution speak a different language, resulting in misunderstandings and siloed information.
The way out is to have all stakeholders involved. And then ideally have a process champion to call the final shots. This can be your internal manager, or an independent expert.
The point is
To avoid the above pitfalls, a good plan must be made and implemented in a structured manner. That starts with good preliminary research.
If you need help with that, schedule an introduction.
