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Digital transformation in manufacturing is often discussed in terms of technology – but as many businesses are discovering, success depends just as much on people as it does on systems.

One of the biggest challenges is adopting new technologies without adding unnecessary complexity into the business. While tools powered by AI and advanced analytics promise significant gains, their value is lost if they are not accessible to the people using them day to day.

As Carl Milbourne, Group Operations Director at Sertec Group explained, the key is simplicity. “All this technology is there to help the operator – we can’t forget that.” Overly complex dashboards or technical metrics may look impressive, but if they require specialist knowledge to interpret, they risk alienating the workforce they are meant to support.

Instead, manufacturers need to focus on using the right “currency and language.” That means translating performance data into clear, practical measures that resonate on the shop floor. For example, rather than discussing abstract efficiency percentages, it’s far more effective to communicate targets in terms of output – such as how many parts need to be produced per shift. This approach ensures that digital tools enhance, rather than hinder, day-to-day operations.

However, technology is only one side of the equation. Cultural change is equally critical.

“Digital adoption should always comes back to one word: why. If people don’t understand the why, they’ll never be on board.”

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A successful digital transformation requires clear communication about the “why” behind any new initiative. Without this, employees are unlikely to engage or fully adopt new systems. When people understand the purpose – and see how it benefits both the business and their own roles – they are far more likely to embrace change.

Creating the right culture also means building trust. At Carl’s organisation, this has involved a deliberate move away from blame and towards continuous improvement. Even with advanced monitoring systems in place, the focus is not on disciplining mistakes, but on identifying root causes and implementing permanent corrective actions. This encourages openness and learning, rather than fear.

Ultimately, digital transformation is not just a technology journey – it’s a human one. By keeping systems simple, communicating clearly, and fostering a supportive culture, manufacturers can ensure that innovation delivers real, lasting impact.

Carl Milbourne

Head of SASB Operations, Sertec