Before the Covid-19 pandemic, labour flexibility, digital transformation and operational excellence were key pillars of an emergent Fourth Industrial Revolution. Now, these areas provide vital lifelines to build resilience during the crisis and beyond.

There is now more global recognition of the need for ongoing agile operations to accelerate the adoption of modern digital tools to improve the status and proficiency of frontline work.

The industrial companies that take bold action to shore up their workforce and technology investments will emerge more resilient, and more likely to succeed no matter what uncertainties come their way.

Ten months ago, the first cases of Covid-19 were detected. In the time since, companies, supply chains and entire economies have been disrupted and forced to adapt to a “new normal” where change is constant, and agility is critical.

More than 48% of respondents in a recent survey of the world’s top risk experts said they were most worried about a disruption of global supply chains. Another report states that the Covid-19 crisis has impacted more than 75% of the world’s manufacturing outputs.

As important as it is to address immediate needs and concerns while Covid-19 case rates fluctuate around the world, manufacturers must prepare for recovery and the Great Reset ahead.

“Now more than ever, industry leaders have realised that they need to transform towards agile and sustainable manufacturing. Companies must be ready for a skill shift with a rising demand for technological, social, and higher cognitive skills.”

— Valérie Ferret, 3DEXPERIENCE Edu Vice President, Dassault Systèmes

Even before the pandemic, labour flexibility, digital transformation and operational excellence were key pillars of an emergent Fourth Industrial Revolution. Now, these areas provide vital lifelines to build resilience during the crisis and beyond.

A profound sense of urgency has organisations seeking more pragmatic solutions and approaches to identifying the skills, practices and technologies most important to resilience and a successful recovery – and rapidly scaling up the programmes they’ve found to be effective.

While the rise in adoption of modern digital tools for frontline workers was very noticeable in 2019, perhaps one of the few positives this year is the way in which the spotlight was thrown on these essential workers.

5 workforce priorities during the pandemic and beyond

 Manufacturing companies were asked recently to assess their own organisations with input from the shop floor, executives and peers.

The dominant theme: “Empowering the factory workforce with knowledge and digital tools”, will be essential to surviving the current pandemic and ensuring that operations can adapt to change anytime, anywhere – crisis or not.

Along with that, having strong operational standards and lean practices are critical for navigating this crisis and the future of manufacturing.

More specifically, the survey highlights five priorities.

1. Employee safety and wellbeing

Employee health and safety in industrial environments have always been a priority, but the Covid-19 crisis escalated this. Manufacturing facilities have opened up (if they shut down at all) and frontline workers have been at the centre of the disruption.

A key issue is building workers’ trust in their employers’ ability to keep them safe and protected, and to prioritize their overall mental wellbeing.

Calling factory workers “heroes” is not enough. Instead workers want and need to have a direct say in whether they return to work, how they return, and what safety conditions are in place.

Top down directives and leadership need to be matched by bottom-up input and real influence in these decisions and in their monitoring and enforcement.

Where unions and/or works councils are present, these institutions need to be engaged in shaping the new workplace conditions.

2. Cross-training, upskilling and professional development

The uncertain nature of this crisis has highlighted the importance of workforce development and cross-training on the frontlines.

Manufacturers had to rapidly undertake line changeovers to produce different products, volumes and combinations, and had to manage taking over the lines of sick workers.

Software that provides just-in-time digital content and learning – like digitised, interactive work procedures that ensure every step is accurately followed and information is readily available via a mobile device – are becoming a factory floor norm.

Companies that provide opportunities for employees to build multiple competencies, from technical skills (automation, IT, engineering, data science) to “soft” skills (communication, adaptability, ownership, collaboration, problem-solving), will be more resilient in the long term.

3. Technology adoption to increase agility

The lack of modern digital tools for frontline workers has been on the agenda for some time, but Covid-19 has kicked in the need to provide these tools for greater agility’.

Technologies that support remote work, like digital twins, augmented reality, remote machine monitoring and digital dashboards, are helping companies maintain business flexibility now and in the years ahead.

Automation and robotics help ensure operations continue when unpredictable staffing challenges and workforce shortages arise.

Also, engaging workers as partners, enabling them to contribute to the design and deployment of new technologies is critical in driving support and adoption.

4. Continuation of remote work

Manufacturing companies should expect to support remote work and continue to remotely collaborate with their customers and suppliers in the foreseeable future.

For most organisations, the Covid-19 crisis revealed not only the extent of their ability to support and manage a remote workforce, but how quickly digital technologies enabled them to adapt to this new way of operation and collaboration.

Moreover, in deciding who can return to work it is imperative that each employee’s personal health and family circumstances are considered. No two employees’ circumstances and risks are likely to be identical, even for two otherwise similar people who do the same or very similar jobs.

Some mix of remote and on-site work will likely be the norm for many people for a long time to come. Managing these diverse situations, and respecting them, will be a considerable challenge.

5. Organisational communication and visibility

Hand in hand with remote work as the “new normal” is the need to almost over-index on workforce communication and transparency – as frontline workers on site need to stay connected across other teams, locations and plant managers that can no longer easily walk around the factory floor.

Teams must prioritise regular communication and promote a truly people-first culture. Communication must be bottom up as much as top down.

Enabling workers to speak up and listening and responding to the workforce will be more critical as standard managerial practices than before the crisis.

An opportunity to build resilience

People, companies and society have been affected by the Covid-19 crisis in unimaginable ways. Looking ahead, the industrial companies that take bold action now – in partnership with their workforce and labour institutions – to shore up their workforce and technology investments will emerge more resilient, and more likely to succeed no matter what uncertainties come their way.