Effective change management is vital for maintaining operational efficiency, meeting market demand and navigating unforeseen disruptions. Yet, many companies fail to implement change successfully.
Change is the new constant. Never is this truer than in manufacturing. Whether it’s adapting to new technologies, responding to shifting customer demands or managing supply chain disruptions, the ability to manage change effectively can make or break a business.
Yet, despite its importance, many manufacturers struggle with successful change implementation. Why? Because change management isn’t just about making changes – it’s about ensuring those changes stick.
A well-executed change management strategy can boost productivity, enhance employee engagement and position your company as an industry leader. On the flip side, poor change management can lead to confusion, resistance and costly project failures. The stakes are high, but with the right approach, any company can turn the challenge of change into a competitive advantage.
Few understand this better than Andy Dawson, Managing Director of Siddall & Hilton, the UK’s largest manufacturer of welded mesh, processing around 30,000 miles of wire each month. With over 35 years of experience in engineering and operations, Andy has a proven track record of revitalising underperforming companies.
During a recent Monthly Industry Meet-up, Andy shared practical tips for mastering change management, including fostering a culture of adaptability and leading the team through tough times.
Identifying Barriers to Change
Andy began by discussing common barriers to change. He pointed out; “Implementing new technologies can be challenging due to the cost, training requirements and potential disruption they may cause. “Process changes, too, can lead to inefficiencies, quality issues and production delays until new ways of working become embedded. But by far, resistance to change from workers remains the biggest challenge.”
To effectively manage this resistance, Andy stressed the importance of understanding how different employees respond to change. The workforce can typically be categorised into five distinct groups:
Innovators (2.5% of the Workforce) – Eager to adopt new ideas and technologies, they are usually risk-takers and enjoy being at the forefront of change. These individuals are often the ones who champion new initiatives in the workplace.
Early Adopters (13.5%) – While enthusiastic about new ideas, they are more selective than innovators. They are usually well-respected and their influence within the workforce can be crucial in gaining broader acceptance.
Early Majority (34%) – Pragmatic individuals who prefer to wait until the change is established before getting on board. They form the first large group of users who are critical to achieving widespread adoption.
Late Majority (34%) –Sceptical and cautious, this group only adopts changes after a significant number of people have already done so.
Laggards (16%) – prefer things the way they are and adopt changes only when they are necessary or become inevitable. They are set in their ways and may require significant persuasion to embrace new methods. On occasion, they may never change and ultimately, may have to exit the business.
“Identifying which employees fall which group is vital,” Andy explained. “Managers need to tailor their change management strategies to address the concerns and motivations of each group, thereby improving the odds of success. With only 16% of the workforce likely to embrace change willingly, winning over the Early Majority is crucial. This group can tip the scales and create the momentum needed for widespread adoption.”
Effective Change Management
The key to effective change management, according to Andy, is involving all stakeholders and employees in the process. “You can never over-communicate when it comes to change. All employees must be informed about every change, the rationale behind it and the potential benefits to them and the business.”
Andy also stressed the importance of involving employees in the planning and implementation process. “This fosters ownership and reduces resistance,” he noted. “Providing the necessary training to employees ensures everyone has the skills and knowledge needed to adapt to the change.”
Equally crucial is having a clear strategy or roadmap. “Identify the core objectives – those absolute must-win battles, along with key milestones and known challenges,” Andy advised. “By anticipating potential risks, such as a drop in efficiency or quality, you can develop mitigation strategies to minimise their impact.
He acknowledged that performance might dip initially as new processes are implemented but emphasised the importance of maintaining high expectations; “Remember, you’re making changes because they’re necessary. Never lower your expectations; always aim high.”
Where to Start
Manufacturing companies often have the advantage of being able to implement changes on a small scale before rolling out company-wide. “Use pilots to demonstrate what can be achieved and the positive impact it can have,” Andy suggested. “Leverage the influence of innovators and early adopters, and shout about successes to drive confidence and momentum. Support the change by encouraging continuous improvement through Kaizen methods.”
Failure is a natural part of the change process, Andy concluded; “It can take between six months and two years to successfully embed a change, and not everything you do will work. Keep going! Create an environment where it's ok to fail.”
He also highlighted the importance of measurement and evaluation; “If you don't know where you are, you can't improve. Implement key performance indicators (KPIs), establish measures of success, communicate improvements and continuously monitor progress to make necessary adjustments.”
Signs Your Operation Needs to Change
Following Andy’s presentation, a Discussion Group of Made Members identified common signals indicating a need for significant change.
Two clear signals stood out: a loss of revenue and/or market share. Such losses often lead to cutbacks in training, R&D, preventative maintenance and operational investment – all of which can compound into bigger issues.
Another sign, according to Andy, is when employees, especially managers, spend most of their time firefighting instead of focusing on more critical, long-term projects.
In discussing generational shifts in attitudes towards change, one MD noted; “We’ve had to rethink how we handle change management due to younger workers’ expectations being different from older generations.
“Younger people often see work as their main place to socialise, more so than older peers, who may socialise in the pub or sports clubs. As managers, we need to recognise that shift and create spaces at work that encourage that kind of interaction.
“Younger workers also expect more from their jobs—they want a two-way relationship where they get as much out of the job as they put in. It’s not just about paying the bills anymore; they want work to be fulfilling. The expectations on us as employers are higher now, and we’ve got to meet them. It’s a balancing act, but if we get it right, we can create a work environment that works for everyone – employees and the company."
Change management is a vital skill in today’s rapidly evolving manufacturing landscape. By understanding the barriers to change, involving employees in the process and strategically managing the transition, companies can turn the challenges of change into opportunities for growth and success.
As Andy Dawson’s insights demonstrate, the right approach to change management can not only enhance productivity and employee engagement but also position a company as an industry leader in times of uncertainty.
To learn more from Andy, he appeared as a guest on Made in Group’s podcast series Our Finest Hour.
In the episode, he shares invaluable insights into conflict resolution and the leadership lessons he's gathered throughout his career, offering further guidance for those looking to refine their approach to leading through change.
CLICK HERE => Our Finest Hour - Series 2: Episode 9 - Andy Dawson from Siddall & Hilton
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