As we enter the year 2025, many manufacturing companies remain unable to find solutions to the problems of passing on skills due to retirement and ‘de-personalisation’.

In addition to the fact that many skills are tacit knowledge, which is difficult to verbalise and document, there is no time to prepare manuals at sites operated by a small number of elite workers, and standardisation of work is not progressing as expected. To solve these problems, it is essential to create manuals that minimise the burden on the frontline and to improve the efficiency of normal operations through digital transformation (DX).

In 2025, when the challenges of rapidly changing social conditions and labour shortages will become apparent, companies will need to build autonomous organisations in order to maintain and improve their competitiveness. It is required to realise field-led digital transformation (DX) of operations.

In addition, it is important to establish an organisational structure that utilises the views of the frontline and a bottom-up approach. One concrete measure for sustainable organisational management that can cope with change is the use of no-code tools, with a focus on building a mechanism to absorb opinions from the frontline.

In 2025, in order for companies to gain new competitiveness in the face of rapidly changing social conditions and increasing uncertainty, such as labour shortages, it is essential to foster autonomous frontline organisations that demonstrate the power of self-improvement and make their own operations more efficient. Companies that are field-led and realise on-site DX and process improvements are growing.

Specifically, efficient and robust methods of organisational management with clearly defined roles and responsibilities are required. Particular focus needs to be placed on the important role that bottom-up plays in organisational growth, and a mechanism needs to be created to absorb the opinions of the frontline. Organisations aiming for frontline-led reforms and managers who want to strengthen their ability to respond to change should contact us.

Based on the challenges in the field where skills transfer is not progressing, we will introduce efficient and effective manualisation methods and methods to make reporting and management tasks more efficient with digital tools. By visualising tacit knowledge, we provide practical know-how to bridge the gap between veteran technicians and younger workers and open up the future of manufacturing sites.