{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Manufacturing Hub","title":"Ep. 261 - Change Management in Manufacturing: Operators, Tribal Knowledge, and the Industrial Elder","html":"","width":"100%","height":180,"duration":3771,"description":"Change management in manufacturing breaks down at the people layer, not the technology layer. This episode explains how engineering leaders actually drive adoption.Ronald Sherrod is a Staff Automation Engineer at Regeneron deploying a global event based architecture and Unified Namespace rollout across pharmaceutical operations. Ron, Vlad Romanov, and Dave Griffith dig into the parts of change management that rarely make it onto vendor decks. Subscribe to Manufacturing Hub for weekly conversations with industrial automation practitioners.Want to go deeper? Vlad and the team at Joltek have covered related topics here:Digital Transformation in Manufacturing: https://www.joltek.com/blog/digital-transformation-in-manufacturingMastering the Unified Namespace for Manufacturing: https://www.joltek.com/blog/mastering-unified-namespace-uns-a-guide-to-data-driven-manufacturing-transformationRon makes a point that is rarely stated this directly. The organization implementing the change is the one responsible for it. OEMs and system integrators deliver the box. Consultants help interpret it. Auditors do not call the machine builder when something goes wrong on the floor of a regulated pharmaceutical plant. They walk into the manufacturer and ask whether the audit trails hold up, whether the predicate rule was met, and whether the product is safe for patients. That responsibility cannot be outsourced, even when the technical work is.That framing changes how engineering managers should think about RFP scope. If the scope is loose, the integrator absorbs the risk and prices accordingly. If the scope is rigorous, bids come back tight and comparable. Negotiating power changes with the size of the buyer. A large pharmaceutical company can dictate hypercare windows, on site commissioning support, and structured training. A small to mid sized manufacturer often cannot, and the result is the metaphorical Ferrari on the plant floor that only ever gets used for grocery runs. Capital...","thumbnail_url":"https://img.transistorcdn.com/yoKAvzBXZ3YjQTekFk7KFGXeuwJ29WgXvop3dVEfhLs/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9zaG93/LzE3MjEzLzE2MDk0/MzA1OTgtYXJ0d29y/ay5qcGc.webp","thumbnail_width":300,"thumbnail_height":300}