Patrick Murray

Manufacturing keeps investing in automation while leaving knowledge management to PDFs and tribal memory. The Silver Tsunami is about to make that imbalance very expensive.

Manufacturing's incoming workforce is digitally native. They're inheriting a world of analogue expertise. Handing them a SharePoint login and wishing them luck is not a transition plan.

"Institutional intelligence decoupled from headcount" is a useful test. Ask it about your plant. If the answer is uncomfortable, you know what to work on.

A 30-year veteran retiring should be a celebration. In most plants it's a quiet emergency. That's a systems problem, not a people problem.

When Bob leaves the factory floor, the goal isn't to find more people like Bob. It's to stop making Bob the only place Bob's knowledge lives.

The real actionable knowledge in most plants isn't in the manuals. It's in shift-handover notes and scribbled notebooks. Unsearchable, unverified, and walking out the door with the person who wrote it.

When a machine goes down, an operator has about 120 seconds before the shift's OEE takes a hit. Design your knowledge systems for that window. Not for the audit.

Employees spend 20% of their working week looking for information. In manufacturing, that search tax doesn't just hit productivity. It hits safety, quality, and downtime.

Moving SOPs from a binder to SharePoint is not digitisation. It's the same friction in a different folder. Three versions of the same procedure with no indication of which is current is not a solved problem.

"Have the new guy shadow Bob" is not a knowledge transfer strategy. It makes Bob less productive, creates a single point of failure, and passes down his bad habits alongside his good ones.

Manufacturing doesn't have a skills gap. It has a knowledge architecture problem. The distinction matters because they have completely different solutions.

The veteran who can diagnose a hydraulic fault by the pitch of a motor isn't just an employee. He's infrastructure. And there's no offboarding process for infrastructure.

26% of the manufacturing workforce is over 55. That's not a statistic. That's a countdown.

Start small. Solve real problems. Involve real people. What blockers are you running into in your projects?

Digital transformation rarely fails because of bad tech, it fails because of data no one can access, ROI no one can prove and tools no one wants to use.

Blocker 3: No shop floor buy-in Frontline teams aren't just users, they're key partners. 👉 Involve them in the pilot 👉 Test early, get feedback 👉 Prove the goal is making their day easier

Blocker 2: Decision makers don’t see ROI ROI isn’t something you find later. You define it before you start. 👉 Pilot small 👉 Measure ruthlessly 👉 Speak in language they get: downtime, rework, hours saved

There are 3 silent (or sometimes loud) killers of digital projects in manufacturing... I've seen them over and over again. Here's what they are, and what you can do about them 🧵

Blocker 1: Data is trapped in siloed people and systems Fix it by mapping a key process end-to-end. Then ask: 👉 Who owns the data? 👉 How is it accessed? 👉 What decisions rely on it? Now pick ONE silo and make that data usable as simply as possible.

@pronounced_kyle Think our little ones are a similar age - mines currently up 4:50am every morning 🥲

I have made the horrifying realization that I will be happier if I start waking up at 6am instead of 7am