Transitioning to a Digital Learning Landscape for Manufacturing Workforce

Paul McGovern, Head of HR - Global Supply Chain,Edrington

Paul McGovern is a seasoned senior manager in the HR commercial and supply chain fields who has operated in the dynamic FMCG sector in one of the UK’s toughest and also inspirational market sectors and in the international super-premium spirits sector.He has a proven experience in delivering transformational change across the total business, managing all employee relations issues, and ensuring the Organisational design and delivery of the people plan is fit for purpose. His strong mix of leading professional & unionised employees in commercial and operational environments with a strong focus on leadership development; employee relations; performance management, and talent management, delivered through a business-focused people strategy minimising people issues.

What are the positive impacts and benefits of transitioning to a digital learning landscape for a manufacturing workforce?

Moving a manufacturing staff to a digital learning environment has a number of positive implications and benefits. First, it makes sure that workers are up-to-date on the latest technology and ways of working as the industry moves toward Industry 4.0. This digital support makes it easier for them to work with new automated parts and adapt to them. Second, digital learning offers chances to improve skills and keep growing, especially for frontline workers. It gives them the power to take charge of their own learning and growth in knowledge. Also, switching to digital learning makes it possible to store and pass on key skills and knowledge. This keeps valuable knowledge within the company and lets it be passed on to new employees.

What are the major challenges faced when transitioning to a digital learning landscape for a manufacturing workforce?

When transitioning a manufacturing workforce to a digital learning environment, a number of obstacles must be addressed. Upskilling long-serving employees who are accustomed to traditional paper-based systems and may have limited digital skills is a significant challenge. This necessitates providing them with the training and assistance necessary to become proficient with digital platforms and tools.

"One piece of advice is to implement new systems or technologies gradually and cautiously, focusing on incremental progress rather than trying to do everything at once."

It is essential to involve employees in the transition process. It is essential for the successful adoption of digital learning to encourage their active participation and buy-in. This can be accomplished through explicit communication, a demonstration of the benefits of digital learning, and employee participation in decision-making.

The infrastructure limitations of manufacturing environments present another obstacle. In contrast to office environments, where employees have their own computers, manufacturing facilities may lack the necessary digital infrastructure. It may be necessary to make investments to provide hardware, such as computers and mobile devices, and to assure internet connectivity throughout the entire facility.

Moreover, when implementing digital learning solutions, the unique characteristics of manufacturing environments, such as safety considerations and equipment positioning, must be taken into account. This includes positioning digital tools and equipment strategically for simple employee access without compromising safety standards.

To overcome these obstacles, a comprehensive approach is required. It involves providing training and support to employees at all levels, investing in the necessary infrastructure, addressing safety concerns, and nurturing a digital adoption and continuous learning culture within the organization.

What are some of the technologies and practices have been helpful in facilitating the transition to a digital learning landscape for manufacturing?

Our company initially adopted Microsoft technology, such as Teams app, to transition to a digital learning landscape in response to the challenges posed by the pandemic. However, recognizing the need for a more professional and comprehensive approach, we developed the Poker platform . Poker empowers frontline employees by facilitating knowledge sharing, collaboration, and involvement in training material development. It offers a user-friendly interface, centralizing resources and communication for improved access and efficiency. Additionally, Poker enables detailed data capture and generates comprehensive reports for senior management. This helps our company remains open to embracing upcoming technologies and practices to further enhance the digital learning experience for their manufacturing workforce.

The introduction of new technology in our organization has been approached from an overall perspective of work improvement and development. While the focus has been on learning and development, the technology we adopted also facilitates communication among employees for issue resolution and problem-solving. Moreover, it encompasses quality management aspects, allowing us to measure and assess product quality in real-time. This integration of various functionalities within a manufacturing environment is a significant advancement. It enables the consolidation of skillsets, collaboration, communication, and quality management into a single platform, which we have not experienced before. Now, it is up to the organization to maximize the potential of this technology and leverage its capabilities to enhance overall operations.

What advice would you like to share with readers, peers, or budding industry leaders on effectively dealing with the challenges discussed earlier?

One piece of advice is to implement new systems or technologies gradually and cautiously, focusing on incremental progress rather than trying to do everything at once. This strategy improves the engagement and participation of frontline employees, particularly in content creation and development. By involving shop-floor employees, organizations can cultivate super-users with valuable knowledge.

In addition, it is essential to consider the employee's viewpoint when implementing new systems. User-friendliness and ergonomics can significantly improve the system's adoption and success if the implementation is viewed through their perspective. A system should be designed so that employees desire to use it, as their engagement and utilization have a direct impact on its efficacy. Complex or difficult-to-use systems may prompt employees to seek alternative solutions, thereby undermining the intended benefits.

Before launching the system to employees, it is also essential to have a significant quantity of content prepared. Having approximately 80% of the content ready ensures that the system is functional and valuable from the outset, thereby increasing the likelihood of employee adoption and continued use.

Supply Chain

Microsoft