Lean into the cultural aspect of digital transformation

Lean into the cultural aspect of digital transformation

GM who Trelleborg An engineering and supply chain expert with over 20 years of business management experience. (views are mine only)

With a large number of companies around the world embracing automation and bots for their daily operations, there is a growing awareness of organizational culture and the relationship between humans and bots.

According to Statista, the robotics market revenue is expected to show an annual growth rate (CAGR 2022-2027) of 6.23%resulting in a market size of $9.04 billion by 2027.”The largest segment of the market is service robotics. The point is: the adoption of automation and robotics in organizations is likely to grow.

This makes our focus on another topic gaining importance: the cultural aspect of automation and robotics, and how technology affects people. I’ve noticed a common misconception among a large number of employees that bots and automation are destroying jobs.

automation no just exclude jobs; He. She transforms and creates New types of jobs. Automation and bots usually eliminate repetitive tasks and free people to do more complex work that only humans can do.

The remaining questions are: How do we create awareness about the true impact of automation, and why do we need to create this awareness? If employees fear losing their jobs, they may panic and cause overexertion, or they may find ways to prove that automation or bots are ineffective. They may not support process change, or worse, they may act out and contribute negatively to the culture of the organization and create chaos.

Technology and digital transformation require change management. Here are some change management best practices and culture management tips and techniques for implementing bots.

Create a close friendship.

Humans will always want to be more important than robots and to be seen at the top of the hierarchy. One way to achieve the camaraderie and acceptance of bots involves verification of ownership of purchased bots. create an identity for each bot; For example, employees can name each bot and be its moderators. This can help employees feel that they are still in control and that the bot is really there to support them – not the other way around. I have found this to be no different from the affection humans develop for their pets. Establishing camaraderie can also help remove walls of resistance if employees feel like they are in the driver’s seat.

Use collaborative bots.

cubot (Cooperative bots) work closely with humans – sharing transactions and acting more like a friend than a machine. Robots in a manufacturing/warehouse environment are usually huge machines that are caged for safety reasons, relentlessly performing the same action over a period of time. These bots also usually perform one or two tasks neatly within an impressive amount of time.

Conversely, kobots are often free to move around the facility and warehouse and support work done by humans. They are usually flexible in configuration, weigh less and can perform a wide variety of tasks based on need. In other words, they are more like humans and perform the role of helper. Cobots are often slower than robots when it comes to lap time and have lower accuracy. For example, a person-to-person robot will bring goods to the picker in the warehouse and reduce the tedious task of walking around the warehouse. They make the picker’s life easier by acting as their helpers and helpers.

Involve employees in decision making.

Anytime a company implements digitization, automation, and robotics, there are a lot of changes. There are changes in processes, roles, outcomes, goals, daily tasks, and customer experience. I’ve found that the key to making this work is to get employees involved in the decision-making process.

For example, if there is a particular process in which you plan to embed automation, ask employees to use a value stream map to design the implementation. In this way, it becomes their idea and has their fingerprint. This will likely make the change more acceptable, and people are more likely to accept their ideas with less resistance.

Clearly communicate new roles and responsibilities.

Let’s face it, automation and bots are here to stay. Automation is changing the jobs we have. Let’s take the example of someone who takes care of a machine: The typical mechanic will program and tune a machine and produce a part. After installing a cobot to operate a machine, the mechanic can become the expert telling the robot what to do through programming and troubleshooting. Function has shifted, and automation has removed redundant parts of the process from the system.

The key is for management to communicate these changes to the employee whose job will be shifting. People are likely to be more accepting of changes if there is transparency and clarity associated with them.

Emphasis on safety.

Employees will not want to work in an environment they deem unsafe. Let’s take Autonomous Mobile Robotics (AMR), for example. The evolution of antimicrobial resistance has been extraordinary, particularly its ability to detect barriers with minimal infrastructure. AMRs reduce material handling incompetence and the ergonomics associated with handling large pallets and materials. This makes it safer for humans to get the material onto the manufacturing floor. Emphasizing how AMR helps make the work environment safer can certainly boost employee confidence in using robots.

Culture is the main influencer in any industry and company, and company culture alone can either enable or hinder progress. Half the battle with implementing any change (including automation and robotics) is convincing the workforce that the change will benefit them. Continuous communication about the collaborative nature of bots, designing processes that are sensitive and adaptable to the social nuances of the workforce, and allaying any concerns can go a long way in creating a strong bot culture that will drive business growth.

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