“Connected worker solution” is becoming more than just a buzzword in today's changing times. In the manufacturing industry, the term refers to software and digital tools that optimize plant processes and boost worker efficiency.

This article takes a deep dive into three practical examples that illustrate how the connected worker is redefining the limits of manufacturing.

Workplace safety is among the top priorities of any company operating in the manufacturing industry, so it’s no surprise that connected solutions are being used to improve safety standards in the work environment.

A range of consumer products that track worker movement and activities are currently available in the market. Much like fitness and similar devices, wearable technology provides a similar opportunity for tracking worker safety on the job.

For example, Frito-Lay has adopted wearable technology as part of an initiative to reduce workplace hazards and promote proper ergonomic practices. The challenge this initiative addressed was the high risk of worker strain and sprain injuries due to improper posture. While the company made previous efforts to reduce these risks using more traditional methods, it had yet to see significant behavioral changes.

In this initiative, a belt-mounted device automatically recognizes improper posture as workers perform their usual activities. As soon as a potential hazard is detected, the device produces a light vibration alert that reminds workers to evaluate their current stance. Information from the device feeds into a central connected solution to track and monitor overall performance.

Results are showing great promise, with two pilot programs measuring a 72% reduction of improper postures within a five-month period. After deployment to nine manufacturing sites, Frito-Lay saw a 19% decrease in U.S. Occupational Safety and Health Administration-recordable injury rates compared to the same period the previous year.

With the ability to collect vast amounts of data, wearable devices enable a detailed analysis of areas for improvement. This connected solution can provide detailed insights, such as which specific worker roles, like warehouse picking and delivery driving, pose the highest risk for injuries. This level of detail allows management to better target areas for improvement.

Holder Construction Company

A typical strategy for companies that want to retain a competitive advantage is to open locations across the globe. An obvious challenge with diversifying a supply base is the geographical distance and communication barriers between teams.

While phone and video call applications are effective and practical for straightforward conversations and discussions, they often fall short when engaging in more collaborative meetings and brainstorming sessions.

More engaging communication tools, such as display technology advancements, improve collaboration by elevating contact quality between distant areas. Video conferencing, for example, can take place using expanded displays (HD wall projectors) that make it easier for multiple people to view a screen.

Holder Construction is an excellent example of a company that benefits from advanced display systems. Since each project requires input from teams in six different locations, conventional video conferencing software limits workers' ability to share and discuss information simultaneously.

Moderating collaborative discussions through a multi-display workspace allows each site to share content as if they were physically present in the same room. Instead of having to take turns presenting through standard share-screening, participants can now easily cross-reference presentations, pricing analyses and designs.

As a result, the company saw increased efficiency, especially for pre-construction teams that rely on constant communication across multiple locations. Meetings that used to require on-site attendance are now remote-friendly. These improvements not only reduce travel costs but also increase team effectiveness by enabling quicker decision-making. Additionally, the company saw a positive impact on its culture due to a more inclusive and collaborative space.

L'Oréal Canada

Improving and implementing training platforms and practices that address skills gaps has become an essential tool for any manufacturer. These instruments take into account all standard onboarding procedures and any other learning opportunities.

Manufacturers should adopt resilient knowledge transfer procedures in order to minimize process disruptions. Let's see how L'Oréal Canada succeeded in this endeavor.

L'Oréal Canada is a company that recognized the potential of adopting modern solutions to boost its training strategy. Before implementing a robust training solution, they struggled with:

• Lack of knowledge centralization across departments
• Manual management of training
• Limited guidance for the training
• Inefficient document control

New training solutions allowed L'Oréal Canada better insight into skills data that helped improve their learning and development strategy.

The training platform allows teams to access a centralized repository of materials for document controllers while providing end users autonomous access to updated content. This control system enables complete progress traceability and ensures compliance to set skills standards.

The results of leveraging a new training solution were promising, with skill offerings scaling from an initial count of 40 to 259, primarily due to the Work Instruction Management features of the solution. Moreover, the initiative led to a 10% increase in training completion rate and, ultimately, a 9% increase in overall effectiveness.

Conclusion

Applications and benefits of connected worker solutions span the many cross-functional departments within a company. In a world with increasingly complex demands on manufacturers, these tools enable companies to remain competitive in the manufacturing space.

About the author

For over 30 years, Eric Whitley has been a noteworthy leader in the manufacturing space. In addition to the many publications and articles Eric has written on various manufacturing topics, you may know him from his efforts leading the Total Productive Maintenance effort at Autoliv ASP or from his involvement in the Management Certification programs at The Ohio State University, where he served as an adjunct faculty member.

After an extensive career as a reliability and business improvement consultant, Eric joined L2L, where he currently serves as the director of Smart Manufacturing. His role in this position is to help clients learn and implement L2L’s pragmatic and simple approach to corporate digital transformation.

Eric lives with his wife of 35 years in Northern Utah. When Eric is not working, he can usually be found on the water with a fishing rod in his hands.