Digitalized logistics, satisfied associates

The introduction of new technologies entails changes for associates at all levels. New workflows, the processing of information, and new models of collaboration can make them feel insecure, as they often do not know exactly what these changes mean for them and their daily work. This was also the case at the Bosch plant in Kusterdingen. Logistics processes required urgent digitalization to make them more transparent and efficient in both transport and warehousing. However, some associates did not meet this impending change with anticipation, but with concerns and skepticism. The solution: systematic change management that involves and engages associates. With the support of Bosch Connected Industry, the introduction of the Transport Management module and other applications from the Nexeed Industrial Application System was successfully achieved in several projects.

Before the digitalization process began, the internal transport processes were rigidly regulated: four truck lines consisting of 7.5- and 12-ton vehicles drove to buildings and external warehouses according to a fixed timetable to supply the various parts of the plant. As with a public bus that must make a detour even for empty stops, this fixed timetable caused inefficiencies and delays. All four lines were digitalized using the Transport Management module from the Nexeed Industrial Application System from Bosch Connected Industry. Today, an algorithm ensures that materials reach the shopfloor flexibly, punctually, and in line with demand.

This success formed the basis for a second digitalization project at the Bosch plant in Kusterdingen: the use of automated guided vehicles (AGVs) in manufacturing. By expanding Transport Management to include two additional software modules, AGVs of the type ACTIVE Shuttle from Bosch Rexroth were introduced. They maximize transparency in production and make processes more stable and less prone to errors. As a result, transportation at the Bosch plant in Kusterdingen is now almost completely automated – from the factory gates to the shopfloor.

However, such comprehensive digitalization not only brings changes to the transport processes themselves, but above all to the daily work of associates. The leaders of the two projects knew that if digitalization was to be a success, associates had to be involved from the outset and convinced of the advantages of the new technology. Their fears had to be heard and taken seriously. The key to success: systematic change management.

With the support of Bosch Connected Industry, the change management process kicked off with an initial workshop: which stakeholders are affected, how can we keep them informed and on board, and what measures are there to involve associates and convince them of the new technology? Based on these impulses, the team developed target group-oriented measures – from dialogues, training and consultation hours to newsletters with regular project and technology updates. Following the success of this approach in the digitalization of in-house transportation, it was adopted as standard in the follow-up project to introduce the ACTIVE shuttles. A final workshop served as an opportunity to look back, reflect on the process and the associates’ reactions, and derive common learnings as well as next steps.

The fact that change management was a complete success in both digitalization projects is reflected in the level of acceptance among associates: where other AGVs were sometimes referred to as “electronic waste”, associates now often see the new ACTIVE shuttles as “colleagues”. At the same time, they are contributing new use cases and ideas, actively asking questions, and volunteering for new projects.

Even after the successful completion of both projects, change management and communication remain essential building blocks for the further transformation of logistics at the plant in Kusterdingen – and are actively maintained and promoted. For example, the logistics team has launched a monthly meeting called “LOM Together” (LOM stands for Logistics Materials), where current projects are presented, associates can openly discuss new topics, and training sessions take place. Hence, the experiences gained from the project-related change management have a lasting effect on the cooperation in further change processes.