June 2025
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September 2025
training that is tailored to each role rather than one-size-fits-all. Ideally, training should be delivered in context (on the factory floor via tablets or even augmented reality simulations) and reinforced over time. Companies that invest in continuous learning, ongoing support, and user-friendly tools find that employees adapt faster and use the technology more effectively.
Nuncio Presta of Pallet Connect stresses that training alone is not enough: “Every successful rollout we’ve seen has someone on the inside who takes ownership. It’s not about IT ‘installing software,’ it’s about having someone accountable for adoption across the team. Training isn’t optional, but neither is appointing an internal champion.”
Frontline Operators: Building Skills, Confidence
On the factory floor, the introduction of automation and software can be a jarring shift – from a world of manual craftsmanship to one of human–machine collaboration. Fear of job loss is common. Workers may see robots and AI entering the workplace and wonder, “Will my job be replaced?”
Elhay Farkash of Zira believes AI has the power to reframe that conversation: “The best way to manage tech change is to design it like a habit, not a mandate. AI removes many of the common pitfalls.
"It embeds insights directly into workflows so operators see results in real time. It takes over repetitive tasks so employees can focus on higher-value work. In the process, AI drives productivity and builds a culture
Brad Cutcher, PLA
where people get better at what they already do.”
The best approach here is empathy and empowerment. Companies must emphasize that automation is here to support, not replace. Leaders should also celebrate “digital craftsmanship” – recognizing operators who become adept at programming machines or analyzing production data, signaling that smart use of technology is the new valued skill.
Practical training and involvement are critical. Grinwis recalls projects where frontline workers were invited to test prototype machines and suggest changes: “How much buy-in do you think she had when the machine was ready for her to use it?” When employees who actually do the work are consulted, they feel heard and valued.
coaching on data interpretation and change management so supervisors can translate corporate goals into daily action. When supervisors see dashboards not as threats but as storytelling tools, they can motivate teams to improve performance in real time.