- 5 September 2018
Whether you are an established organization or an emerging growth-stage manufacturing company in the aerospace and defense (A&D) industry, you must get up to speed with Industry 4.0 in order to remain competitive.
A comprehensive enterprise resource planning (ERP) system acts as a foundation to Industry 4.0, allowing you to streamline your processes and successfully integrate modern technology.
Although ERP provides a tremendous boost to your manufacturing processes, implementing the new software solution can garner resistance from some team members. Some of your employees may find it unsettling to begin using new technology. At times, employees resist adopting new technology out of feelings that the new application will change current processes, or cause them to lose their jobs.
Rest assured there are ways you can help your valuable team members feel more comfortable with change. Working with a trusted implementation partner such as Cre8tive Technology and Design can help your firm make this transition, while boosting organization morale and attitudes toward change. Here are some tips for overcoming resistance to an organization-wide change.
A Tool for Change: The Cascading Ownership Model
Although many change model approaches exist for organizations seeking to implement an ERP system, a cascading ownership model traditionally is very effective. This approach focuses the initial change at the top where it can be easily carried through the rest of the company. Since change may cause some discomfort, beginning it at the top makes it easier to facilitate a seamless transition.
With this approach, leadership at the top must fully buy in to the new ERP system. Get each of your executives on board with the change, so everyone is on the same page. When your leadership team understands the goals and objectives it seeks to integrate with an ERP system, those leaders can then model a positive and encouraging attitude for their team members. From there, the remainder of the organization follows in-line with the new path.
Your employees might question whether they want to use their time and skills to implement the change in software. It’s important that leadership communicate the goals and value of the ERP implementation with the necessary urgency, to develop the foundation of support for the change.
Consider implementing the following steps:
- Develop a message regarding the ERP system that will resonate with each individual at the company. Communicate why the technology is needed, and how it will help each team member or department to do their jobs more easily and efficiently.
- Work to convince your team that the change ensures the company’s long-term viability.
- Work with your implementation partner to develop a change management plan that will help your organization navigate the transition to the new software system.
- As part of your change management plan, craft a risk management strategy to predict and address any risks that might derail your ERP implementation.
- Collaborate with the leadership team and your implementation partner to establish a protocol for decision-making and communication regarding the new ERP.
- Upon finalizing the change management plan and communicating the need to your company, create protocols for leadership to delegate appropriate aspects of the integration process down the ranks. This enables the change to take hold throughout the firm.
Partner with Cre8tive Technology and Design
If you would like to learn more about how you can implement ERP into your manufacturing process, contact Cre8tive Technology and Design. We offer the expertise to help you develop a change management plan, address any potential risks to your ERP project, and facilitate a smooth ERP implementation across your organization. By partnering with us, you can trust that your employees will be trained and educated on the importance of user adoption and adherence of the ERP system; so your company can move forward in Industry 4.0 with confidence. Reach out to speak with one of our experienced team members today.