General principles of change communication
Successful implementation of a digital TPM&M system requires understanding that every position in the organization perceives change from a different angle. The key is to communicate specific benefits relevant to the given role, not general company advantages. Supervisors should always start by explaining the problem the system solves, and only then present the solution.
The basic communication strategy involves three phases:
First, it is necessary to create a sense of urgency and show why the current state is not sustainable. This can be supported by concrete examples of lost orders, complaints, or inefficiencies.
The second phase consists of presenting a vision of the future state, where workers see themselves in a positive light with new competencies.
The third phase involves creating quick wins that demonstrate the system's contribution already in the first weeks.
Operators – the foundation of successful implementation
Operators are the largest group and at the same time the one that historically has the most reasons to distrust new systems. They often have the experience that digitalization means more administration and monitoring of their work.
Communication approach for foremen and team leaders:
Start with a personal conversation at the machine, not at a meeting. Show how much time the operator currently spends searching for information, filling out paperwork, or waiting for a setup technician. For example: "Mrs. Nováková, I noticed that last week you called the warehouse three times to check if you had the right tool. In the new system, you can verify that in 10 seconds on a tablet right at the machine."
Emphasize the elimination of paperwork, not the addition of digital administration. Operators must see that instead of three forms, they make three clicks on a tablet. Practically demonstrate how long something takes in the current system versus the new one – the time saving must be tangible and immediate.
It is key to explain that the system protects the operator from unjust accusations. When a machine stops, the digital record will clearly show that the operator reported the problem in time and waited for maintenance. This is a powerful motivator, because operators often face situations where their word is pitted against the opinion of management.
Involve operators in testing the system before the official launch. Let them name what doesn't suit them, and if possible, adjust the interface according to their needs. An operator who saw their comment was incorporated becomes an ambassador for change.
Team leaders – the bridge between management and production
Team leaders are in the most sensitive position – they must implement change without having much formal authority. They often have doubts about the system themselves, but must not show it.
Communication approach for foremen and production managers:
Give team leaders a sense of exclusivity – they are the first to see the system, the first to master it, the first to have the information. This strengthens their position in the team. Specifically: "Kája, I need to train you a week before the others, because you will be my right hand during the rollout. You will have access to reports that others won't see."
Show them how the system simplifies their hardest task – team coordination and reporting. A team leader often spends an hour a day gathering information about who did what, why the machine stopped, where the materials are. In the digital system, everything is in one place in real time.
Eliminate the fear of responsibility. Team leaders are afraid that when they have better data, they will be responsible for everything. Explain that the system, on the contrary, clearly defines what is within their competence and what must be escalated higher. "Nobody will blame you for downtime due to maintenance anymore – the system clearly shows that you reported it at 14:37 and maintenance didn't arrive until 16:20."
Train them not only on the system, but also on how to teach others. A team leader is not an IT specialist, but a person who can support colleagues during learning. Give them prepared examples they can use when an operator asks a question.
Setup technicians – masters of their craft
Setup technicians are often the most experienced people in production and their know-how is critical. At the same time, they are concerned that digitalization will cause them to lose their exceptional position once their knowledge is "in the computer".
Communication approach for technologists and foremen:
Position setup technicians as experts. "Mr. Dvořák, we need your 25 years of experience in the system so that younger colleagues can benefit from it too. No one else can do it better than you." This is a key moment – the setup technician must not feel that the system is replacing him, but that it empowers him to showcase his experience.
Specifically show how the system protects their expertise. When a setup technician documents the optimal machine settings, nobody will call him at midnight anymore because someone messed something up. "Written procedures mean you'll stop being bothered with trivial things and will only solve truly interesting problems."
Use their competitiveness positively. Setup technicians often compete over who is faster, who has better results. The digital system allows them to compare their setup times, share tips, and learn from each other. "Imagine seeing that a colleague on the other shift sets up the same machine 10 minutes faster – wouldn't you want to know how?"
Respect their need for tangibility. Setup technicians are practitioners, not theorists. Let them test the system on real tasks, not on practice data. The first recorded setups should be their own successful work, so they can see that the system captures reality.
Technologists – the bridge between development and production
Technologists often welcome digitalization, because they are technical people. Their challenge is different – they have many tasks and are concerned that the new system will add extra work.
Communication approach for production managers and technical directors:
Emphasize how the system eliminates chaos in documentation. A technologist today deals with dozens of versions of technological procedures in emails, Excel, and papers. "Mr. Novák, in the system you always have just one current version of the procedure, everyone sees it the same way, and you control changes in one place. No searching in binders, no 'I did it according to the old version'."
Practically demonstrate the time saving in change management. When a technologist updates a procedure, the system automatically notifies all affected roles, tracks who confirmed the change, and archives the history. What currently takes hours of phone calls and emails is a matter of minutes in the system.
Give them the option to structure data according to their logic. Technologists have their own way of thinking – let them propose how they want to categorize procedures, products, and materials. When the system respects their mental model, they become its advocates.
Show the analytical power of data. A technologist can see in the system which procedures cause the most problems, where deviations are most frequent, which operations take longer than planned. "You will have data for improvement, not just feelings and estimates."
Shift foremen – commanders at the front
Shift foremen bear responsibility for results, but often lack up-to-date information. They spend hours gaining an overview of what is happening instead of solving problems.
Communication approach for production managers:
Start with the pain of the current state. "Petr, how many times per shift do you have to walk the entire production floor to find out where the problems are? How many times does someone stop you with something you could have resolved an hour ago if you had known about it?" The shift foreman is aware of this frustration every day.
Present the system as a command panel. The foreman sees all machines, their status, reported problems, who is where, what is happening. "Five minutes after arriving for your shift, you know exactly what is going on, instead of spending the first hour figuring out the situation."
Emphasize better utilization of their managerial competencies. A foreman should be a coach and leader, not a firefighter running from machine to machine. "When you have real-time information, you can focus on people and improvement, not just putting out fires."
Show how the system strengthens their authority. In the digital system, the foreman can monitor whether team leaders are completing tasks, whether operators are following procedures, whether maintenance is responding in time. "You will have facts, not assumptions. When you want to change something, you have data to act on."
Practically demonstrate reporting. A foreman currently ends a shift by filling out reports for management. In the system, the report is automatically generated from real data – the foreman just adds a comment and sends it. "What currently takes you a whole hour after the shift will be done in five minutes."
Production managers – a strategic position with operational responsibility
Production managers need to see the strategic value of the system, not just operational details. Their decision to support the project is critical to success.
Communication approach for the plant director or general director:
Communicate in the language of results and competitiveness. "Mr. Engineer Novotný, do you know that our competitors already have OEE above 75%? We are at 62%, because we don't actually know exactly where we are losing time. This system will give us a precise map of losses and the ability to systematically eliminate them."
Present the system as a strategic management tool, not just a record-keeping tool. The production manager gains the ability to predict problems, plan capacities based on real data, and argue with sales or company management using facts, not estimates. "When sales pressures you with an unrealistic deadline, you show them the data and explain precisely why it's not feasible and what it would require."
Show the impact on customer relationships. When production operates systematically and predictably, delivery deadlines are more reliable, quality is stable, and complaints are immediately traceable. "Our main customer conducts supplier evaluations based on how we manage quality. This system is proof that you mean business."
Eliminate the fear of investment. The production manager must justify the system costs to the financial director. Prepare a concrete ROI calculation: how much time will be saved, how much downtime will be eliminated, how much scrap costs will decrease. "In half a year, the system pays for itself just from administrative savings and better machine utilization."
Emphasize that the system strengthens his position in the company. A production manager with digital data and a systematic approach has a stronger voice in discussions about investments, priorities, and resources. "When you want a new machine, you show exactly where the bottleneck is and what impact the investment will have. Not opinions, but facts."
Horizontal communication between positions
Vertical supervisor-subordinate communication alone is not enough. The key is to create layered support and positive peer pressure among colleagues at the same level.
Organize meetings of operators across shifts where they share their experiences from the pilot operation. One enthusiastic operator will convince three skeptical ones far more effectively than any foreman. Team leaders should regularly meet and discuss their best experiences – how each one resolved a complex situation in the system.
Create change ambassadors on every shift – people who understand the system best and are willing to help colleagues. It doesn't have to be a formal role, rather recognition and visibility. "Pavel is our tablet expert – when you don't know something, ask him."
Use natural mentoring relationships. An experienced setup technician should be tasked with teaching a younger colleague how to work in the system – this strengthens his position and the young worker learns from an authority they trust.
Overcoming resistance and working with skeptics
There will always be people who criticize the system. This is normal – a complete absence of resistance often means people are afraid to speak up.
Identify the type of resistance:
Some people are afraid of technology – practical training in small groups where they are not afraid to ask questions will help them. Others have genuine concerns about functionality – involve them in testing and adjustments, and they will become co-creators. Others resist change out of habit – they need time and a gradual transition, not a sudden leap.
The worst thing is to ignore negative leaders. If a respected operator publicly criticizes the system, you must speak with them personally, understand their concerns, and try to win them over. If that fails, at least neutralize their negative attitude: "Jirka, I understand the system isn't your cup of tea. You don't have to be enthusiastic, but I need you not to undermine the work of others. Can you accept that?"
Show concrete results during the pilot operation. "After the first month on line B, unplanned downtime decreased by 23%. These are not theoretical promises, but measured data from our own plant."
Communication timeline
The most common mistake is massive communication at launch and then silence. The right strategy is the opposite – gradually building awareness and anticipation.
Three months before launch, start talking about the problems of the current state. Don't talk about the system – talk about what isn't working: lost time, ambiguities, errors due to incorrect information. Let people complain and collect stories about problems.
Two months before launch, present the solution in general terms. "We will be introducing a digital system that will solve what we've been talking about." Show a demo, but not the details yet. Beware of premature promises – it's better to say less and positively surprise.
One month before launch, begin intensive training in smaller groups by role. Each group twice – once theoretically, once practically on practice data. It is important that there is time between training sessions for absorption.
One week before launch, a system review with key people – foremen, team leaders, best operators. Verify that everything works, that people can perform basic operations, and that they know who to call for help.
On the first day of live operation, someone from support must be physically present for the entire shift. During the first week, short daily meetings at the end of the shift – what worked, what didn't, what needs to be explained or fixed.
Sustaining change after launch
After the initial enthusiasm or stress, a phase will come when the system becomes routine. This is a dangerous moment – people revert to old habits if there is no clear vision of further development.
Regularly communicate achieved results specifically. Not "the system is working well", but "line C improved OEE by 8%, which means 150 more hours of productive time per month". Name the people and teams that contributed to success.
Listen to feedback and respond to it visibly. When an operator says a certain screen is unclear, and a week later sees the adjustment, they understand that their opinion carries weight. This builds trust and willingness to continue engaging.
Continually look for opportunities to further develop the system according to user needs. TPM is a living approach, not a static tool. "What would you need to see in the system to make your work easier?" – this question should be asked regularly.
Remind people of the connection to the TPM philosophy. The digital system is just a tool; the goal is autonomous maintenance, continuous improvement, and elimination of losses. "You can see in the data that this machine has more frequent micro-failures – what can we do?"
Successful motivation for engagement is not a one-time action, but a continuous process of building trust, demonstrating value, and working together toward better production.
Good luck! Kamil Vašák kamil.vasak@idomino.cz
