Start With the Problem: Lessons from Digitalization Conversations on the Factory Floor

No two manufacturers approach digital transformation in exactly the same way. The right path depends on what is happening on the factory floor and how different teams experience the challenges they face.

In my work with PCBA manufacturers across North America, I focus on understanding what is happening on the factory floor before discussing solutions. How are materials tracked? Where do errors occur? Which steps still rely on manual intervention? Most importantly, are we solving the right problem?

A few lessons come up repeatedly in these conversations: before deciding on a solution, it is important to clearly understand the problem. What first appears to be the issue may only be a symptom, and taking the time to identify the root cause can reveal a more practical place to begin.

In the past, customers often approached us with broad objectives. Digitalization was not always tied to a specific problem; it was something companies felt they needed to pursue or an initiative leadership had asked them to explore. Without a clear purpose, it was difficult to know where to start or what success should look like.

A digital transformation project should not begin simply because something needs to change. It should begin with a problem to solve, and identifying that problem requires understanding what is really happening on the factory floor.

Today, conversations are more focused on concrete issues such as enhancing traceability to attract new customers, preventing product escapes or improving OEE, to give a few examples. Customers arrive with a clearer idea of their needs, which suggests that these conversations are moving in the right direction.

The question is no longer, “Should we do this?” but rather, “How do we do this properly?”

I don’t always need to begin with the basics anymore. Many customers already understand why connectivity matters and what today’s technologies might offer. That is not true in every case, but it is a shift I am seeing more often.

Manufacturers may arrive with a specific objective, or even a preferred solution, before the problem has been fully defined.

That’s often where my role becomes most interesting. By bringing an outside perspective, I can help teams take a step back and determine what is a symptom, what is a cause, and what might simply be an assumption.

“Before moving forward, let’s take a step back and make sure we are solving the right problem.”

One observation I’ve made over the years is that teams within a factory rarely view the same challenge in the same way.

Production may focus on issues that affect throughput and line utilization. Quality may focus on compliance, traceability, and risk. Engineering may emphasize process control, continuous improvement, and operational stability.

None of these perspectives is wrong. In fact, they’re all essential. The challenge is that each one represents only part of the reality.

That is why I speak with different teams at the start of a project. The same situation can look very different depending on who you ask. Bringing those perspectives together helps us understand how the production environment truly operates and identify the underlying causes of a problem.

These conversations are most valuable when they move beyond high-level objectives and into the day-to-day reality of the factory. Understanding how decisions are made, how processes are carried out, and where teams encounter difficulty makes the gaps clearer, and often brings the real source of the problem into view.

Consider recurring errors on the factory floor. We can examine how much time they consume and the manual workarounds they require. This may reveal an inefficient setup-validation step, a material-tracking issue, or a need for better machine connectivity, giving the team a concrete problem and a practical starting point.

The value is not only in finding a solution. By asking more questions, we can separate visible symptoms from root causes and choose a starting point that makes sense for the team as a whole. Along the way, we often uncover issues no one expected when the conversation began.

Based on what I’ve observed in digital transformation projects with PCBA manufacturers, successful projects tend to start at a manageable scale.

Even a well-defined problem can affect several parts of the operation. Processes may evolve, new ways of working may be introduced, and teams must adapt. Taking on too much at once can make it harder to maintain momentum and achieve meaningful results.

That’s why I prefer to start small: identify one problem, put an approach in place that genuinely addresses the need, and evaluate the results before moving further.
“Once teams begin to see value in one area, it becomes much easier to build from there with confidence.”

The goal is not to solve every problem on day one or immediately find the perfect solution for the entire factory. It is about taking one practical step, confirming that it works, and building from there. Each success becomes the foundation for more connected, efficient operations that fit how teams work every day.

The best starting point remains surprisingly simple: start with the problem, not the technology.

Understand what is really happening on the factory floor. Listen to different teams, question existing processes, and take the time to understand the root causes behind the challenges you see. That is often how you identify what truly needs to improve and where efforts should be focused.

Digital transformation doesn’t need to change everything at once. It first needs to solve a real problem. Start with something that matters, prove its value, and build from there. That’s when technology becomes truly useful: not simply because it has been implemented, but because it addresses the right problems and fits the reality of the teams using it every day.