Resistance to change is one of the main factors that determines the success of industrial digitalization projects, especially in the implementation of MES systems.
In many cases, delays, low software adoption, or loss of productivity are not caused by the technology itself, but by organizations’ difficulty in managing organizational and human change.
An MES system deeply transforms plant operations: it digitizes processes, replaces paper-based records, and provides real-time data for decision-making. However, its real impact depends on the ability of teams to adopt it in their day-to-day work.
For this reason, change management in an MES project is not a secondary element, but a critical success factor. It involves preparing people, supporting the transition toward new ways of working, and ensuring the progressive adoption of the technology.
In this article, we explain how to approach change management in industrial MES projects, based on real implementation experiences in more than 500 factories.
What is change management in an industrial MES digitalization project?
Change management in an MES project is the set of actions designed to facilitate the adoption of new processes, digital tools, and ways of working by employees during an industrial digital transformation initiative.
Its goal is to minimize resistance to change, accelerate technology adoption, and maximize the return on investment made in the project.
Why change management is critical in the implementation of an MES system
An MES system transforms the way operators, supervisors, and production managers work.
Digitalization replaces manual processes, eliminates paper-based records, increases real-time data visibility, and enables faster and more objective decision-making.
Main risks of not managing change in industrial MES projects
Without an adequate change management strategy, it is common to encounter:
- Resistance from operators.
- Low software adoption.
- Lack of confidence in the new processes.
- Loss of productivity during the early phases of the project.
- Difficulties in achieving the expected return on investment.
Comparison: MES project with and without change management
In MES implementation projects, the difference between success and failure is rarely about the technology itself, but rather about how user adoption is managed.
While some organizations achieve rapid adoption, standardized processes, and visible benefits within a few weeks, others experience resistance, low system usage, and delays in realizing ROI.
The following comparison clearly shows how change management impacts the results of an MES project when it is properly applied versus when it is ignored.
| Aspect | MES project with change management | MES project without change management |
|---|---|---|
| User adoption | High user adoption | High resistance to system usage |
| Training | Structured and continuous training | Unstructured, improvised learning |
| Support | Lower dependence on external support | Higher dependence on consultants |
| Return on investment (ROI) | Faster realization of benefits | Delayed ROI achievement |
| Team engagement | Higher team engagement | Low user involvement |
| Process usage | Standardized processes | Inconsistent system usage |
| Impact on productivity | Lower productivity impact during rollout | More pronounced temporary productivity drops |
For this reason, change management should be considered a strategic pillar from the very beginning of any MES project.
5 key strategies to reduce resistance to change in an MES project
Change management in an MES project does not depend on a single action, but on a set of complementary strategies that combine communication, leadership, user involvement, training, and progressive deployment.
1. Define clear objectives and communicate the purpose of the MES project
One of the most critical factors in change management is ensuring that teams understand the purpose of the MES project and the benefits it brings to their daily work.
When communication focuses on operational outcomes—such as reducing manual tasks, eliminating paper-based processes, or improving traceability—adoption is faster and more natural.
Real case: Walki Plasbel
In the case of Walki Plasbel, the prior definition of a key user team per area and their intensive training before go-live were key to structuring the implementation.
In addition, the involvement of area and shift managers helped better align the project with the real plant operations, enabling a smoother MES system rollout and reducing initial friction.
2. Involve operators and supervisors from the beginning of the project
Early involvement of end users reduces resistance to change and increases the sense of ownership of the project.
When operators participate from the start, the system is no longer perceived as an imposition and becomes a tool they can identify with.
Real case: Delta Tecnic
At Delta Tecnic, the change strategy was based on using a representative pilot line where the system was tested before full deployment.
Once validated, the rollout to the rest of the lines was carried out with the same operators who had participated in the initial phase.
According to their management, this approach not only facilitated adoption but also strengthened the role of operators within the digital transformation process.
3. Select an easy-to-use MES system to facilitate adoption
System usability is a critical factor in the speed of adoption. The more intuitive the tool is, the lower the initial resistance and the lower the need for intensive training.
Real case: ICM and Galletas Gullón
At ICM, the evaluation of the Mapex MES system from the demo phase was key: the team identified it as an intuitive solution that could be easily adopted by operators, which reduced initial change friction.
Similarly, at Galletas Gullón, the usability of Mapex was a priority criterion to facilitate change management on the shop floor. It allowed them to adapt the MES to highly experienced operators with low technological exposure, reducing resistance to software use.
4. Create a key user network and invest in continuous training
Training in an MES project should be understood as a continuous process, not as a one-off initial phase.
Creating key users helps distribute knowledge within the organization and ensures internal support throughout the entire adoption cycle.
Real case: Walki Plasbel and Galletas Gullón
At Walki Plasbel, the creation of area-based key users before go-live helped build a strong internal knowledge base. Their intensive training enabled them to act as shop-floor references from day one, reducing reliance on external support.
At Galletas Gullón, this approach was reinforced with a cascading training model that gradually spread knowledge across the organization, facilitating system adoption in the most complex production lines.
5. Implement the MES system progressively
A phased rollout is one of the most effective strategies to reduce risks in MES projects. It allows processes to be validated in controlled real environments before scaling across the entire plant, improving system stability and reducing operational errors.
Real case: Delta Tecnic
At Delta Tecnic, the implementation began with a pilot line where the MES system was validated under real operating conditions.
After this initial phase, the rollout was extended to the rest of the plant using the same operators involved in the pilot. This approach helped accelerate the learning curve and improve consistency in system usage across the organization.
Change management checklist for an MES project
Before starting the rollout, make sure you have completed the following:
- Define business objectives.
- Identify internal sponsors.
- Select key users.
- Design a communication plan.
- Design a training plan.
- Run a pilot.
- Measure system adoption.
- Collect user feedback.
- Scale progressively across the plant.
The human factor as a key success driver in industrial digitalization
Technology is only one part of industrial digital transformation. The real difference between a successful MES project and one that fails to meet its objectives usually lies in the organization’s ability to manage change.
Defining clear objectives, communicating benefits, involving operators, properly training users, and rolling out the system progressively are the practices that most contribute to accelerating adoption and maximizing return on investment.
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FAQs about change management in MES projects
What is the main cause of resistance to change in a factory?
The main cause of resistance to change in an MES project is usually uncertainty about how the new technology will affect daily work, along with a lack of user involvement in the early stages of the project.
How can adoption of an MES system be improved?
Adoption of an MES system improves when there is a combination of clear communication, continuous training, key user involvement, and a phased rollout that allows users to gradually adapt to new processes.
Why do some MES projects fail?
Many MES projects fail because they focus solely on technology and not on organizational change management. Lack of user adoption is often the main factor limiting return on investment.
Who should lead change management in an MES implementation?
Change management in an MES project should be led by an executive sponsor, supported by area managers and key users who act as operational references within the plant.
How long does change management last in a digitalization project?
Change management in an MES project does not end at go-live. Adoption typically consolidates over several months after deployment, as users integrate the system into their daily operations.
