In recent phone interviews with well known and highly successful Supply Chain Logistics companies, Distribution Digest found that there are many approaches being used to address the human factor in Material Handling System (MHS) deployments. These company’s give their supervisors the necessary background and training so that they can model and coach the new skills. And they actively elicit, and thoughtfully consider, employee feedback early on, recognizing that front-line workers are closest to the work being done.

Conversely, when organizations overlook crucial people issues, any new type of implementation can run up against employee resistance, roadblocks, training inefficiencies and delayed ROI. And this, in turn, can damage employee trust, management credibility, and waste financial resources.

We got a wide range of responses when we asked for advice about how to ensure a successful implementation, such as:

• If corporate level employees are on the MHS implementation team, make sure that they work closely with the local management team. Typically the local management has to own the system for it to work optimally.

• Don’t regard the MHS implementation as (for example) a “DC system project” – when in reality it is fully an strategic operations initiative. MHS implementations are most successful when they involve people throughout the company across departmental lines supporting and driving the implementation.

• At the outset of a MHS deployment, have the HR department meet with employees to explain what changes will result from the MHS deployment, why management feels those changes are necessary, and how it will have an impact on labor standards.

• Get any new labor standards completed early so that employees know well in advance what is coming.

• Create enthusiasm by rewarding members of the implementation team with specially made T-shirts, pizza lunches, or other appropriate ways to show appreciation of their efforts.

• Do advance trouble-shooting with your IT department to anticipate issues like host interface and RF coverage making sure you have enough capacity to cover peak periods.

• Form an MHS operations team to train the on-site trainers. It is often helpful to have actual users conduct the training – whether supervisors or front-line end-users. Formal and hands-on training should be a part of your continuous improvement program.

• There can sometimes be a gap between the long-term employees and newer employees when it comes to their willingness to embrace change. By involving front-line workers who can speak to both groups, companies increase the likelihood that all employees will adapt to the new MHS technologies.

• Devise some type of label and tracking method for the user equipment (handheld and/or wearable) and employ a problem-tracking log, especially in the beginning. Also, ensure that support processes are well designed and in place prior to the system going live.

• Supervisors may need coaching on managing with real-time data for individual performers.

The logistics executives we interviewed strongly recommended a proactive approach to including workers in the implementation process. The following are a few examples of messages you may want to communicate to your workforce leaders to help counter some of the most common employee objections:

• For employees fearful of losing their jobs due to increased productivity: Instead of stressing the productivity benefits of MHS, emphasize how easy the system is to use, and how it will make their jobs easier and more enjoyable – they will work smarter, not harder. Your MHS provider will have examples you can use.

• For employees fearing for their safety: Emphasize the number of workers who use MHS technologies – there are, for example, hundreds of thousands of workers using Voice Systems around the world every single day. You’ll also want to talk about the safety benefits of wearable computers, and how the headsets free up both hands and eyes, allowing employees to pay more attention to the surrounding environment.

• For employees who are uncomfortable with change and new processes: Before conducting employee training, be certain employees are aware of the on-going training and mentoring that will be available to help them adapt to the change. Also, convey that MHS technologies like RF, Pick-to-Light, and Voice are user-friendly, and that many employees also find them enjoyable to use.

• For bilingual workers who do not understand or speak the company’s main language very well: Reassure them that the MHS deployment will not put their jobs in jeopardy; in fact, because of the many text and text-to-speech languages that are available, it will help them be even more effective and successful on the job.

It appears that the most successful companies are truly listening to what their employees are saying about the MHS and its operation. These are the people who work with it on a daily basis, and their concerns and enhancement ideas should be carefully considered. It could be a major concern or even something as minor as in one company, where some of the employees using a new voice directed picking system didn’t like some of the intermittent “beeps” in the system, and felt that some of the information given through the headset was excessive.

Demonstrating that you are listening to them and willing to take their issues seriously can go a long way toward combating post-deployment resistance.

Agree or disgree with Holste's perspective? What would you add? Let us know your thoughts for publication in the SCDigest newsletter Feedback section, and on the website. Upon request, comments will be posted with the respondent's name or company withheld.

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