Manufacturers need to embrace digitization in order to stay competitive—and it has to begin with the human workforce.
Connected worker solutions are at the forefront of this evolution. These comprehensive platforms elevate frontline workers with digital tools, real-time information, and collaborative capabilities.
But implementing a connected workforce solution (effectively) is something that many organizations struggle with. Why? Like most things in this industry, it comes down to a number of variables, ranging from legacy tech to cultural fit.
We’ll take a closer look at the five most common blockers preventing the successful adoption of connected worker technologies in today's manufacturing environment.
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Many (many) manufacturing facilities are still operating with decades-old equipment and an infrastructure that wasn't originally designed for digital integ
ration. And we don’t blame them. With machinery that often costs millions, manufacturers want to make sure they’re getting the most out of every investment.
But this legacy equipment often creates significant technical barriers when attempting to implement modern connected workforce solutions.
The big issue is connectivity. Older machines lack the sensors, controllers, and communication capabilities needed to transmit operational data to worker devices. Outdated manufacturing equipment also often uses proprietary protocols and systems that don't easily communicate with each other, or with modern digital platforms.
Upgrading this infrastructure requires substantial investment. Companies face difficult decisions about whether to:
This creates a complex technical puzzle that can delay or derail implementation efforts.
Legacy infrastructure also brings a number of physical constraints. Just ask anyone who’s worked in manufacturing about the WiFi coverage in an older facility. Work environments often lack optimized internet connectivity, have poor cell reception in certain areas, or use RF-shielding materials that interfere with wireless communications. Effective connection is an essential component when implementing connected worker tools.
When implementing connected worker software, create new solutions that work alongside existing legacy systems rather than attempting a complete replacement. This approach allows you to gradually transition business operations while maintaining continuity and reducing risk during the implementation process.
Implementation success starts with clear use cases that deliver immediate value. You’ll need to invest in change management, implement robust security frameworks, and develop phased approaches that gradually build capabilities over time.
This point and the one above are often closely intertwined: even if technical and equipment barriers are able to be overcome, the frontline workforce may not want to.
Digital transformation projects often fail because of issues with leadership and adoption rather than technical barriers. The manufacturing workforce includes many experienced employees with decades of expertise working with traditional, analogue systems.
While you depend on their know-how, generating buy-in for new solutions like connected worker platforms can be challenging.
Employees may worry about job security if they perceive technology as a replacement rather than an enhancement of their roles. Others may feel uncomfortable with digital tools, especially if they haven't grown up using smartphones and computers in their daily lives.
The implementation process itself can also create resistance. If employees perceive that new systems make their jobs more difficult, create additional work, or interrupt established routines without clear benefits, adoption will suffer. This is particularly true when implementations are rushed or when frontline training falls short
It’s essential to build a culture that celebrates continuous improvement, experimentation, iteration, and feedback TODAY to create receptiveness for a large-scale digital transformation in the future. Frontline teams need to be convinced of new solutions’ return on investment (ROI), just like leadership and key decision-makers. If you can show them a clear vision and use case for how the technology will change work processes and make their lives easier, you’re off to a good start.
Building this kind of cultural shift takes an investment of time, empathy, and hard work from your entire leadership team, but the results are far-reaching. It will impact more than just digital implementation. Training, quality, and Continuous Improvement initiatives will also see improvement.
By design, connected workforce solutions capture, transmit, and analyze data about manufacturing processes and worker activities. This can raise significant security and privacy concerns that may stall implementation efforts.
Connecting previously isolated operational technology (OT) networks to IT infrastructure expands potential weak points for cybersecurity threats. Manufacturing operations that were once immune to external digital attacks become vulnerable when integrated with connected systems. A rising number of ransomware attacks on manufacturing facilities has heightened awareness of these risks.
Privacy concerns also stem from the fact that connected worker tools inherently collect data about individual performance, movement patterns, and work habits. In regions with strict data protection regulations like the European Union (GDPR) or specific industry regulations, manufacturers need to navigate complex compliance requirements if their value chains extend beyond the United States.
Make security and privacy for your employees and customers a top priority, and be transparent about it:
Requiring these policies and certifications as a default practice will make your data more secure and help ensure compliance moving forward.
Despite clear and well-documented productivity gains, quality improvements, and knowledge retention benefits, many manufacturers struggle to develop clear business cases for connected workforce investments.
The challenge begins with baseline measurement. Many companies lack accurate data about their current processes, making it difficult to quantify potential improvements. Additionally, benefits often manifest as "problems avoided" rather than direct cost savings, making ROI calculations complex.
Implementation costs extend beyond the obvious software and hardware expenses. Organizations must account for:
Decision-makers frequently find themselves caught between competing investment priorities, with connected worker initiatives competing against more traditional capital improvements with clearer financial returns. Without compelling business cases that demonstrate near-term value alongside strategic benefits, these initiatives often lose budget battles.
You won’t be able to implement or prove a connected workforce platform all at once. Generating buy-in and proving effectiveness takes time.
Identify specific workflows or departments where the technology can demonstrate quick wins before rolling it out organization-wide. Start with pilot programs that show tangible benefits like improved efficiency or safety metrics, then use these successes to build momentum for broader implementation.
Cost and quality are usually the bottom line for leadership. Start by implementing phased initiatives with a clear end result and a direct monetary (or quality/safety-oriented) impact. Once a clear ROI has been achieved, you can move into more complex projects.
Want to explore the ROI for a leading CMMS? Check out our ROI Calculator here.
Manufacturing environments typically operate with multiple systems designed to manage different elements of the manufacturing value chain, including: Enterprise Resource Planning (ERP) systems, Manufacturing Execution Systems (MES), quality management platforms, Computerized Maintenance Management Systems. Connected workforce solutions must integrate with this complex ecosystem effectively to deliver value.
Integrations are technically demanding. Different systems may use incompatible data formats, have limited API capabilities, or require specialized knowledge to connect. Cloud-based worker solutions must often interact with on-premise legacy systems, creating additional integration hurdles.
Many manufacturers find themselves dealing with "point solutions" that address specific use cases but don't communicate effectively with each other. Workers may need to switch between multiple applications throughout their shift, creating friction and inefficiency rather than the seamless experience promised by connected worker technology.
This fragmentation creates a chicken-and-egg problem: companies need better data integration to justify connected worker investments, but may need those very investments to improve integration capabilities.
Develop a single dashboard or mobile interface that pulls relevant data from multiple systems through an intuitive platform. Don’t try to implement everything at once. Begin the integration process with the most common tasks that span multiple systems (like work order management, quality checks, or maintenance requests).
Make sure your connected workforce platform supports integration across your business-critical manufacturing systems with a robust API and a proven track record of successful integrations.
Additionally, you may want to partner with your vendor’s implementation team or an IT consultant to ensure your new solution works seamlessly with existing systems.
Implementation success starts with clear use cases that deliver immediate value for everyone involved. Clear ROI, robust security, and a scaled approach are absolutely essential to the long-term success of implementation. However, so is buy-in from the people who are going to be using this platform every day.
Connected work is just that, a tool to connect everyone in the manufacturing process, from the shop floor to the top floor.
Want to learn more about a world-class connected workforce solution? Find out more here.