If this vision is linked to the business strategy and objectives, not technology buzz, then it is more likely to get the C-Suite commitment. Five years is a long way out, and certainly, technology and business conditions will change, but you can plan with a higher degree of certainty in the nearer term. It is crucial Operations has a high degree of input to guide the need/solution conversation. It is important to frame this vision around the desired future state outcomes enabled by the technology toolbox.

Think smaller than the plant level – perhaps it is a single machine or production line. If you want to establish a “Smart Factory” in two years, build it in incremental steps that can be scaled quickly. Do not start with an “end to end” solution encompassing sales, customer service, and logistics that might stretch resources and risk failure.

Make them an integral part of the process and show them how the right tools and information, in their hands, is a win-win. They will not be replaced by machines but instead will get better visibility of how to drive efficiency. Build the right culture that celebrates the full advantage of the technology. By making the data available in a user-friendly format, they get meaningful information and real-time actionable insights that will make them more efficient in their job. And do not forget to reward them for doing so.

This is how you avoid jumping on the latest trend, but instead focus on the right type and investment that will help achieve your immediate goals. Look for solutions that integrate with your legacy equipment and software systems. Beware of solution providers that can automate the factory floor but cannot give you the actionable functionality layer without costly new middleware and systems. The right business case and route to strong ROI rely on a measured, incremental approach.

It is important to break down any silos of information and drive an automated, digital, and accurate picture. The technological solution alone cannot solve misunderstandings between the shop floor and the top floor. Worse, if the technology is installed on top of an inefficient Management Operating System, then you risk baking in and compounding problems.

An OEE improvement is easily observed with the right tools and should feed directly into an uplift in throughput. Machine monitoring should impact predictive maintenance modeling and a reduction in unplanned downtime. Both examples have defined financial benefits. However, the human impact is likely more difficult to measure. An improved sense of empowerment for an operator may turn into a better attitude, reduced turnover, and absenteeism. Whatever the impacts, they all need to be built into the business case and ROI equation – it is those successes will enable you to continue your digital journey.