Keeping Workers in the Loop When Implementing Automation

BY CHRISTIAN DOW, EVP OF INDUSTRY LEADERSHIP, MHI

At manufacturing plants and warehouses plagued by high turnover, it might seem like employees don’t truly value their jobs and happily would jump ship to make a few bucks more somewhere else. That outlook tends to change, however, upon the first sign of new automated material‑handling solutions in the facility, as workers begin to fear that they’re being replaced by machines.

As just about any employee can attest, nothing makes you appreciate a job more than the threat of losing it.

“Especially if you have a tenured group that has done things a certain way for a long time, implementing automation can bring a lot of fear, and it really boils down to concern about their jobs,” said Dawnya Gay Brown, project engineering manager at MHI member St. Onge. “Organizations worry about employee engagement because change can create upheaval.”

Still, facilities lacking sufficient manpower to deal with increased order volume need to automate their manual processes to remain competitive, control costs and satisfy customers. That reality can be jarring for employees as high‑tech equipment is introduced into facilities, but with proper planning and communication, companies can limit the disruption to operations and any potential dip in morale, Brown said.

Even with automation, there’s likely to be no shortage of opportunities for talented, dedicated employees. Automation speeds up processes and eliminates the drudgery of repetitive tasks, which makes jobs more appealing to workers and boosts retention. Meanwhile, new opportunities will emerge for workers who are willing to adapt and learn.

Sharing that message with employees ahead of installation typically leads to smoother implementation, Brown said.

“You can’t sugarcoat the fact that there could be jobs you don’t need after implementing automation,” she said. “You don’t need a picker if you’ve got a robotic arm to do it, for example. But workers may be needed for other tasks, and that’s something you have to be clear about upfront. You need a robust plan for implementation, including a communication plan to engage both your associates and your managers.”

Brian Keiger, chief commercial officer at MHI member Conveyco Technologies, said it’s vital for executives to recognize the key role they play in driving change within their organizations, whether it’s a digital or automation evolution or simply a process change. He outlined four key steps:

• Emphasize visionary thinking. Leaders should articulate a clear vision for the organization’s future, emphasizing the benefits of the digital or technology transformation.
• Empower and engage employees. Encourage employee participation in the evolution process, providing training and development opportunities to build new skills.
• Prioritize changes to workplace culture. Address cultural barriers and resistance to change, ensuring the organization’s values and principles are aligned with the vision for transformation.
• Set clear goals. Establish specific metrics to track progress toward the desired future state.

Keiger emphasized that despite continued growth in the digital and technology sectors, people are still the biggest asset for material‑handling companies, so any digital or technology transformation requires a shift in workplace culture and mindset. It’s important to highlight new training initiatives that will enable employees to broaden their skillsets and enhance their value to the company.

“Leaders must foster a culture of innovation, experimentation and continuous learning,” Keiger said. “They can do that by encouraging open communication and feedback, empowering employees to take ownership and propose ideas, and investing in training and development programs to upskill their workforce.

“A company’s transformation journey is directly influenced by the leadership team’s commitment, vision and ability to drive change. By prioritizing people, process and technology, leadership can successfully drive meaningful change within an organization.”

Vinicius Schmitt Fernandez Carvalho, technical training manager at MHI member TGW Systems Inc., said companies should partner with an equipment supplier or integrator that can guide them through the entire automation process, from design through installation and implementation. Training is a vital part of implementation and typically is divided into three segments: floor operators, team leads and control‑room operators.

Facing high turnover, many companies have beefed up their training programs to better position employees for success. But if new hires need extensive training to operate and interact with automated equipment, then the system is too complicated, Carvalho said.

All workers should get safety training around automated equipment so they’re well‑schooled in best practices. But overall, the average young teenager should have no trouble with a smartly designed pick‑to‑light system, for example, Carvalho said. Recognizing when a design is too complex can reduce the need for extensive onboarding of employees, which promotes retention.

“The system should be as easy as possible to interact with and operate so that it requires less training,” he said. “Think of a Fisher Price toy where you’re trying to put a round piece through a round hole and a square piece through a square hole. That’s about the level of complexity that you want for the human/machine interface.”