There is often a gap between the theory of procedures and their actual application in the field. How to deal with it effectively?
In industrial environments such as factories or logistics warehouses, there is often a gap between the theory of procedures and their real application in the field. Best practices defined on paper are often difficult to follow in a dynamic environment, where the unexpected, material and human constraints, as well as the complexity of operations make perfect execution almost impossible. The digitalization of processes appears to be a powerful lever for reducing this gap.
Several factors explain why the procedures and standards designed beforehand are not always respected in the field:
- Lack of training and skills updates : Logistics operators and agents may not have a clear or up-to-date understanding of procedures.
- Discrepancy between planning and reality : Working conditions vary constantly, and procedural documents do not always take these fluctuations into account.
- Communication difficulties : Poor transmission of information between hierarchical levels slows down the implementation of best practices.
- Lack of real-time feedback : Without clear and accessible indicators, it is difficult for operators to measure their compliance with standards.
Digital transformation makes it possible to align theory and practice by making procedures more accessible, measurable, and adaptable in real time. Here are the main drivers of digitalization:
Paper-based procedures are often tedious to consult and can quickly become obsolete. A digital system makes it possible to:
- Update work instructions instantly.
- Make procedures interactive via mobile and tablet applications.
- Use visual formats (videos, infographics) that are more effective than traditional textbooks.
Technologies such as augmented reality (AR) and interactive tablet-based guides allow operators to learn continuously without interrupting production. For example:
- Interactive tutorials integrated into the equipment.
- Voice assistants to guide interventions in real time.
- Microlearning platforms accessible in the field.
IoT (Internet of Things) tools and sensors make it possible to monitor performance live and alert in case of deviations from procedures. For example:
- A digital dashboard that displays KPIs in real time.
- Automatic alerts in case of non-compliance with safety instructions.
- Monitoring of gestures and postures to reduce the risks of MSDs (musculoskeletal disorders).
Some human errors can be eliminated by automating procedures:
- Use of RFID scanners to track the flow of goods without manual intervention.
- Collaborative robots (cobots) that assist operators in repetitive tasks.
- Digital checklists to verify compliance with procedures before validation.
Collaborative tools such as mobile applications or cloud platforms allow teams to:
- Share updates and feedback instantly.
- Reduce the waiting time between the report of a problem and its resolution.
- Encourage continuous improvement through feedback loops.
Take the example of a logistics warehouse that has set up a digital system of work instructions and training. Before digitalization, order preparation errors were frequent and safety instructions were rarely followed to the letter.
After digitization:
- Setting up mobile terminals : Operators receive the latest up to date instructions.
- Guided by video tutorials : Clear videos show the optimal route through the warehouse.
- Automatic feedback : A form system makes it possible to validate each step or to report a problem in real time.
The result: a 30% reduction in errors and a significant improvement in productivity.
Reducing the gap between theory and practice in an industrial environment is based on better information transmission and real-time monitoring. Digitizing processes, by making instructions more accessible, performance more measurable, and tasks more automated, makes it possible to minimize discrepancies and optimize the efficiency of operations.
For a successful transition, it is essential to involve operators from the start of the project, to offer simple and intuitive tools, and to ensure continuous support for optimal adoption of these new technologies.
“With Komin, we documented our operating procedures 10x faster than with paper”
- J. Cerruti (Methods & Industrialization Manager)
