From February issue, NZ Manufacturer magazine

Adam Harvey, Business Performance Partner – Manufacturing, The Learning Wave

Running a manufacturing business right now can feel like standing on a moving walkway. If you don’t step forward, you fall behind.

Customers want more for less, and Boards are pushing for efficiency, growth, and operational certainty. Automation and digital tools promise speed and scale, and on paper, the investment stacks up.

But then you look across the floor, and the harder question sets in: “Are our people actually ready for this yet?”

That was the question facing Formthotics when they first reached out in early 2025.

An established manufacturer of custom orthotics, Formthotics was investing heavily in its future. New machinery, its first robot nearing commissioning, new digital tools queued for rollout, a refreshed brand and ambitious growth targets. The strategy was clear, and the investment significant.

But the leadership team, led by Shane Heenan, alongside Amanda Gault and Carolina Santos, could also see the risk.

“We knew the processes which had gotten us this far simply wouldn’t scale ahead for growth. A SIRI assessment confirmed it; paper-based processes and limited experience with digital tools.” shared Shane.

They had seen similar stories play out elsewhere.

Formthotics had watched the Argus journey closely. They saw what was possible when leaders recognised a simple truth: technology doesn’t run a factory, people do.

So they made a deliberate choice. Before pushing harder on lean, digital, and automation, they chose to prepare their people.

Choosing readiness over speed

Rather than waiting for resistance to show up later, Formthotics invested early in building the mindset, confidence and communication skills of its 17 factory and supply chain operators.

That decision led to Owning My Future, a learning journey designed to build the foundations the business knew it would need for its next phase of growth.

From the outset, Formthotics was clear about what they needed:

“To lay the foundations for continuous improvement by building a clear understanding of how operators contribute to problem-solving, waste reduction, and quality improvement.”

What changed on the floor

Across the programme, learners explored wellbeing, communication styles, teamwork, values, goal-setting, and problem-solving.

Confidence grew.

People who had previously stayed quiet began contributing, and conversations shifted from “that’s not my job” to “how can we make this better?”

Managers noticed the change quickly. Stronger collaboration. Increased confidence. Individuals stepping up in ways they hadn’t before. The programme sent a clear signal from leadership that their people mattered and that their voice was valued.

The results spoke for themselves. Fewer avoidable mistakes. Reduced waste. More people speaking up about ideas, challenges, and problems before they escalate. This wasn’t about short-term engagement. It was about building confidence, accountability, and ownership that would carry forward into every future change.

And Formthotics didn’t carry the load alone. With $70K of government funding supporting the programme, they were able to invest early without blowing the budget.

Laying the groundwork for what comes next

Shane and his team could have done what so many have done before: roll out the tech, hope everyone catches up, and scratch their heads when the numbers don’t move.

Instead, they chose readiness over speed.

As new digital tools and automation arrive, Formthotics now has a team that is more confident, connected, and ready to engage with change. The conditions for continuous improvement are in place, not just the systems.

They’re not claiming transformation is finished. They’re claiming something more important at this stage.

They’re ready.

It’s a powerful reminder for the industry: The future doesn’t fail because the technology isn’t good enough. It fails because people weren’t prepared to own it.

Formthotics decided not to make that mistake.