Dreamstime Xxl 126723440 (1) This is a lessons-learned article about how digital and automation transformation in manufacturing organizations is a continuous project with an open ending. It focuses on the experience of a plant manager of a midsize automotive supplier. The company, a Tier 1 maker of complex welded components, is headquartered in Germany and operates worldwide. It has about 900 workers. In 2018, the general manager (whom we’ll call “the GM” from here on) initiated the organization’s first digital transformation (DX) strategy. At the time, the company had no guidelines or methodologies to direct its digitalization. The GM’s Key Takes The DX initiative consisted of 21 individual projects, and real implementation proceeded very slowly at the outset. The main reason? The initiative was just one of the many tasks that managers were responsible for as part of their daily activities. The GM offers the following advice to make the initiative run smoother and boost the odds of success: Have a dedicated digitalization manager. This individual is responsible for keeping the initiative cracking at a vigorous pace. It should be a full-time position that can be called “digital projects leader.” Define the sponsor. This should be a real person […]
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