August Thermoforming Report. The Human Side of Change: Shifting from “What” to “How”
by Keith Brown, President & Owner, Siena Group
August 2026.
Happy Friday! Manufacturers are constantly looking for ways to improve – new equipment, new technology, better processes, greater efficiency, and more. But even the best ideas can fall short when the people doing the work aren’t part of the change. This month’s feature article in our August Thermoforming Report explores why successful change starts with understanding how the work actually happens, listening to the people on the floor, and making sure new tools and technologies work in the real world.
As usual, we have several great articles relevant to our industry and quite a few amazing All Stars to highlight! Check them out down below in the links on the right. We have extraordinary talent that we feature and that also now includes Executive Leaders.
Change Happens on the Floor
Perspective is everything. “Walk a mile in someone else’s shoes” is the famous quote. Gemba walks are “go and see” walks or, more literally translated, “the real place.” All of these point to the same thing: the work happens on the manufacturing floor.
We all know this. It is fundamental to manufacturing. No matter what your role – whether you’re an entry-level Floor Associate or the person in the corner office – the work happens on the production floor.
And we are all trying to make things better. Small fixes, procedural changes, efficiency projects, capital expenditures, and more. After all, success on the production floor drives a lot of things: more products to sell, improved cash flow, job security, and the list goes on.
Those improvements are great, and at their core, they mean some kind of change. The question is, who are you involving in those changes?
Usually, there is a leader driving the project and an Engineer or two tasked with implementing it. But are you involving the end users? Maintenance Techs? Operators? Process Techs? Production Supervisors?
Well, if you’re doing it right, then the answer is yes.
But all too often, for the sake of efficiency, projects get rolled out without enough input from the people who actually use them every day. And the results just aren’t quite what was expected.
The Human Factor in Change
Why?
Humans.
We see things the way we do. We get used to what we’ve done many times before. What can be missing from the change is an understanding of how people actually work.
Yves Morieux, an expert on how to improve the way companies are run, said, “Context drives behavior, which drives performance.” In an interview nearly 10 years ago with The Boston Consulting Group, Morieux discussed the challenges companies face when trying to execute improvements. His comments are just as relevant today.
He summarized the problem simply: manage complexity without creating unnecessary “complicatedness.” His point was clear: remove the complication, and you can improve both performance and satisfaction at work.
A more recent article, Successful Change Requires Going Where the Work Happens, published by IndustryWeek on August 10, 2026, highlighted similar conclusions. The article reiterates that successful change is not just about deciding what needs to be done, but understanding how it will actually work for the people doing the job.
The article uses the example of behavioral scientist Paul Fitts and his work during World War II. Fitts studied fighter pilot cockpits and found that changes intended to improve pilot effectiveness could actually create new problems when the design did not account for how pilots interacted with the equipment.
The lesson goes far beyond the cockpit. New technology and different tools are a constant feature of almost every organization and job. Yet the challenge of shifting human behavior in new directions remains.
As the IndustryWeek article puts it, “Most transformations fail not because the strategy is wrong, but because the cockpit is.” That is a pretty powerful statement. The technology or strategy can be right, but if the people using it are fighting the system, the improvement may never deliver the results that were expected.
Think about that for a minute.
I’ve seen this in recruiting, too. A company can give me a very detailed job description, but sometimes the most important information comes from the conversation that follows: “Tell me what is really happening in the plant.”
The job description tells you what the company thinks it needs. The conversation often tells you what the plant actually needs.
Technology continues to advance, but the people using it are still at the center of making change work. Whether it is analytics, digitization, AI, or the next new tool, the people on the floor still have to understand it, use it, and make it work in the real world.
That’s why you have to understand how the work is actually being done. Don’t just tell people to work differently. Go and see what is getting in the way. Talk to the people doing the job. Find out what will make the new approach work in the real world.
When companies take the time to understand their people and the realities of the job, they have a much better chance of making change stick.
When the Tool Becomes the Problem
Another example comes from the July 29, 2026, CEO Magazine article, How to Close the Productivity Gap. The tagline asks, “What do you do when a tool that’s meant to increase workplace productivity is only threatening it?”
The article focuses on “AI slop” and the problems that can result when AI is introduced without the skills, oversight, and judgment needed to use it effectively.
The technology itself is not necessarily the problem. The bigger issue is knowing how to use it, how to evaluate the results, and when it is actually improving the process versus creating more work.
Get Your Team Involved Early
That is a familiar problem in manufacturing. There will always be the next new tool, machine, software package, process improvement, or technology. AI is certainly a game changer, as we all know. But like so many tools, changes, and projects in the past – including the cockpits in 1942-era fighter jets – the human factor cannot be left out.
Get your team involved early.
It doesn’t matter how great or innovative the tool or project is. Without input from the people doing the job every day, success will, at a minimum, be hampered. It could get all the way to the point of failure!
The “what” may be the easy part.
The “how” is where the work really happens.
At Siena Group, we are your Thermoforming Talent Partner. With more than 30 years of experience in manufacturing, hiring & recruiting talent, we bring a greater understanding of the companies we partner with and the candidates we pursue.
Let’s Strengthen Your Search!
“Technology can only take an organization so far. The people on the floor still have to understand it, use it, and make it work in the real world.”
Keith Brown, Owner/President, Siena Group
- Problem-Solving Packaging Designs. via Plastics Today.
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- Thermoforming Industry Embraces Lightweighting, AI to Combat Rising Costs. via Plastics Today.
- 2026 Class of Women Breaking the Mold. via Plastics News.
- Who Will Run the Factory of the Future? via Forbes.
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- MidYear Survey: Equipment Buying Remains Cautious as Plastics Processors Balance Growth with Uncertainty. via PMM.
- Material Insights: PE Prices Post Double-Digit Drop, Plus What’s On Deck for August. via Plastics News.
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- BLS Employment Report – July 2026. via Dept of Labor.
- Perfect is the Enemy of Great Hiring
Companies can hurt their hiring outcomes by holding out for the “perfect” candidate. This article explores the difference between true must-haves and nice-to-haves, the cost of waiting too long, and why recognizing potential can lead to better hires and stronger business result. via Siena Group. - Manufacturing’s Next Competitive Edge Is The System Not The Product
As manufacturing faces increasing uncertainty and disruption, the focus is shifting from the product itself to the system behind it. This article looks at how manufacturers can rethink not just what they produce, but how they build operations that can adapt, respond, and deliver in an increasingly uncertain environment. via Forbes. - When Success No Longer Fits: The Leader’s Next Move
Success can look very different from the inside than it does from the outside. This article explores what happens when leaders outgrow the version of success that once defined them – and why recognizing that misalignment can be the first step toward more authentic, adaptive, and sustainable leadership. via CEO Magazine. - What You Can Learn from a Competitor’s Job Postings
Companies rarely announce their next strategic move before they begin building the capabilities to make it happen. This article examines how competitor job postings can provide an early look at where companies are investing, expanding, and developing new capabilities – offering valuable insight into what may be coming next. via Harvard Business Review.
Manufacturing Product Operations & Engineering Leader: This accomplished Manufacturing Leader brings 15+ years of expertise across extrusion, thin-gauge thermoforming, product development, and complex manufacturing environments. He connects commercialization strategy with manufacturing execution, leading multi-site initiatives in new product launches, capital deployment, cost reduction, and operational improvement. He is seeking a leadership role where he can leverage his technical and strategic expertise to drive innovation and operational excellence.
Senior Director of Operations: This proven Operations Leader brings 25+ years of experience driving operational excellence and business transformation across plastics, thermoforming, injection molding, packaging, and industrial environments. He has led turnarounds, Lean Six Sigma initiatives, and high-performing teams, delivering measurable improvements in safety, quality, productivity, and profitability—including $1M+ in annual savings. He is seeking a senior operations leadership role focused on performance improvement and accountability.
Packaging Engineering Manager: This experienced Engineering Leader brings 25+ years of expertise in medical device packaging, new product development, and validation, with deep knowledge of sterile barrier systems, ISO 11607, and design controls. He has led engineering teams, supported multi-site manufacturing, and partnered across engineering, quality, regulatory, and operations to bring products from concept through commercialization. He is seeking a leadership role where he can drive innovative packaging solutions and develop high-performing teams.
Senior Corporate Process & Project Engineer: This highly experienced Manufacturing Engineering Leader brings 30+ years of expertise in heavy-gauge and thin-gauge thermoforming, process improvement, tooling, capital projects, and manufacturing performance. He has supported multiple facilities, leading equipment startups, solving complex process challenges, and developing engineering talent. He is seeking a multi-site engineering role where he can optimize processes, execute capital initiatives, and drive continuous improvement.
Even More Thermoforming Talent! We work with so many talented people in many different functions – all in thermoforming. Whether it’s an Operations Leader, Plant Manager, Supply Chain Leader, HR Leader, specialized Engineer, Quality Leader, Sales Leader, or pretty much any thermoforming role, we are here to help. Check out our Executive Showcase, our custom listing of high-level senior leaders who are fully vetted and confidentially seeking a new opportunity. If you have a need, please do not hesitate to reach out!
Click for more All-Stars + our new Executive Showcase.
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