Unlocking ROI: When Manufacturing Systems Empower the Workforce

MES/MOM (Manufacturing Execution/Operations Management) solutions are a critical part of the puzzle and tie the different parts of production together, ultimately making it easier to trace what’s happening, providing flexible control to processes, and giving everyone complete visibility. But many manufacturers are not confident they are getting a return on their investment. The biggest challenge usually isn’t the manufacturing software itself it’s getting people to use it. They need to trust that the solution is there to support them and make them more successful, not just to track what they’re doing.

A better question to ask is whether the MES/MOM solution helps people to do their jobs better than they could before implementing the solution. That’s where digital initiatives often lose momentum. In some cases, the software doesn’t meet initial expectations after being purchased and implemented. More commonly, it’s implemented in such a way that doesn’t reflect how their manufacturing teams operate day to day. On the floor, time is tight. Changeovers are frequent. Seasoned operators have little interest in changing their routines unless the benefits are both immediate and clear.

The Disconnect No One Likes to Admit

A lot of manufacturers end up stuck somewhere in the middle. The software is live. Dashboards are up. KPIs are being tracked. But if you walk the floor, not much has changed. Operators still jot notes on paper. Supervisors make extra rounds to confirm that what's in the system matches reality. Engineers keep exporting reports to Excel just to make sense of the data. And quality issues continue to slip through until they become big enough to cause disruption.

This doesn't happen just because people resist change. Depending on the solution that has been selected it may be the solution itself that falls short of achieving the intended objectives. But most of the time, the intended objectives are not achieved because the solution was introduced without incorporating input from those what would be using the solution day to day.

In a recent survey, 36% of manufacturers stated “workforce and culture” as being the biggest barrier to meeting their operational goals in 2025.¹ That statistic reinforces a critical point that systems only work when they work for the people using them.

It’s not a big surprise to anyone reading this that if a solution slows someone down, adds steps, or makes their job harder, they will find workarounds. That’s not necessarily resistance but usually a natural response from someone trying to do their job as efficiently and accurately as possible. Imagine a line operator trying to meet takt time while navigating a confusing touchscreen just to confirm a step. Or a quality inspector trying to log a defect but having to drill down through five screens to do it. The tool might look great from the top down, but from the floor, it feels like friction.

What It Looks Like When the Tech Actually Helps

When digital systems are set up thoughtfully and fit into the way people work, they stop feeling like a separate task. They just become part of the job. Teams keep using them because they make things easier, help them move faster, and cut down on mistakes and not just because they’re told to use the systems.

We’ve heard this repeatedly from manufacturers, whether in webinars or walking the floor. The systems that stick are the ones that fit the rhythm of daily work and prove their value without extra effort. Here are a few examples of digital tools working in sync with the people who use them:

• A shop floor operator scans a unit and instantly gets the right set of instructions, complete with CAD visuals tied to that specific build configuration. No guesswork. No delays.
• A quality check appears immediately after a key process step. The operator completes it with a quick digital signoff, and if anything is out of tolerance, the system automatically flags it for review.
• An engineer is alerted when the same defect is logged on different lines. Since the platform connects that defect to the product version and process step, they can quickly identify what’s causing the issue and push out a fix before it spreads.

None of this feels like extra work. That’s the point. The system supports the process rather than interrupting it. This isn’t about flashy dashboards or complex algorithms. It’s about giving people the right tools to make better decisions and avoid mistakes without making them stop and think about the system itself. And it’s backed by research. According to Tech-Clarity and MESA International, more than 75% of manufacturers say that if analytics and AI tools aren’t easy to use and understand, they simply won’t be adopted.²

Three Lessons from the Floor

Companies that succeed with digital transformation usually have something in common. They focus less on features and more on fit. The following lessons come from manufacturers who’ve learned the hard way and made it work.

1. Fix What’s Actually Frustrating First but Don’t Piece Together the Fix

You don’t need to digitize the entire factory on day one. Usually, the most successful transformations begin by focusing on one area where the friction is obvious and the impact is easy to measure.

That might mean:

• Replacing outdated paper travelers with live, digital instructions.
• Eliminating version control issues during changeovers.
• Getting rid of manual data entry for inspections or traceability.

These things may seem small, but they solve real pain points. Operators save time. Supervisors get better data. Engineers spend less time chasing information. And leadership sees improvement where it matters, on the floor.

Some companies build momentum by starting small, focusing their digital efforts on one area where the impact is easy to see. Digital work instructions are a good example. By launching these capabilities in a process like quality inspection or final assembly you can get some quick hit benefits such as reduced errors, streamlined rework, and improved reporting. When operators start to see the benefits firsthand, they’re more likely to support expanding usage of the solution in other areas of the factory. But this doesn’t mean adding another disconnected tool. The key is to address these specific areas by leveraging a unified platform that can grow with you. When capabilities are introduced as part of a scalable system, you get early wins without creating silos.

2. Make Information Useful & Actionable, Not Just Visible

Factories generate a lot of data. That doesn’t mean it’s useful. Collecting data is one thing. Helping people understand what it means and how to respond is another. This is where context plays a critical role. Consider this example. A red warning appears during a cycle. The operator sees it but isn’t sure what it means, so they continue working. That reaction isn’t due to carelessness. It’s because the system failed to explain what triggered the alert or what action was needed.

Here are some ways to make data more useful:

• Show simple visual cues at the workstation tied directly to the task.
• Trigger clear, actionable instructions when something goes out of spec.
• Let users attach comments or images to help explain what’s happening.

This type of clear guidance allows workers to take appropriate action without delays or confusion. It also improves handoffs and communication between teams. When people have timely, relevant information they can easily act on, the data becomes a true asset.

3. If You Want Buy-In, Start with Usefulness

Digital transformation often rolls out under the banner of strategy. But what actually earns buy-in from the floor is simple. When new technology or processes are proposed or put into practice, the first thing that people wonder is, “Is this going to help me, or just slow me down?”

Change usually gets supported when people see things operating smoother. That might just mean there’s less running around, fewer mix-ups, or one less headache to deal with during the shift.

Support often builds when:

• A few experienced users help validate the system before it’s rolled out more broadly.
• Rollouts include feedback loops that lead to meaningful adjustments.
• Help is available without long delays when questions or problems come up.
• Celebrate early improvements so people see how their feedback made a difference.

Training should focus on real tasks, not general concepts. Show people exactly what they need to know to succeed in their role. Keep documentation easy to access right at the point of need. And don’t stop helping after the rollout. People still need a place to ask questions, get quick refreshers, and know they’re doing things right. That’s what keeps confidence up and helps the system stick.

What You Gain When You Get This Right

When your digital tools match how people actually work, the results go beyond efficiency. You get stronger teams and more stable operations.

Here’s what that often looks like:

• Faster onboarding. New hires start contributing sooner with interactive instructions that walk them through each step.
• Higher retention. If the tools on the floor make people’s jobs smoother, like catching issues early or helping them stay on track, they’re more likely to stay, feel confident in their role, and grow with the team.
• Fewer errors and handoffs. With everything digitized and visible, teams spend less time fixing issues or exchanging information manually.
• Better collaboration. When the whole team uses the same system, everyone from engineers to operators to quality stays on the same page.
• Teams also become more adaptable. If the system’s easy to follow, dealing with a product change or new requirement just feels like part of the job. It doesn’t throw everything off.

And perhaps most importantly, you build trust. Operators trust the system. Managers trust the data. And leadership trusts that the solution is delivering real results, not just adding complexity.

It’s Not Just About Getting People to Use the System

The goal shouldn’t be adoption for adoption’s sake. The real win is when people take ownership. Taking ownership means involving them in how systems are configured and rolled out. It means respecting their time and input. People are a lot more likely to improve a system when they feel like it’s theirs, not something that was just dropped on them. They make suggestions. They find new use cases. They turn the system into something that improves their daily work. That’s when transformation becomes real. Not due solely to the software, but because the people using the solution are invested in making it work.

Technology Should Help People Do Their Jobs

It’s common to focus on new features or long-term tech plans, but those don’t matter much if the tools don’t actually help the people using them. But the real value of any manufacturing system comes from how it supports the people using it. When tools fit the work, adoption follows. So do performance gains. But when tools ignore the realities of the factory floor, even the best technology will stall. The companies that get this right aren’t just investing in digital platforms. They’re investing in people. And that’s what separates digital projects that fade from those that stick.

¹ NAM Manufacturers’ Outlook Survey, First Quarter 2025, March 6, 2025.
² Making Manufacturing Analytics and AI Matter, Tech-Clarity and MESA International, 2025.