Operating in a highly competitive talent market with high attrition risk, Unilever Kilbourn initiated a process that systematically reviews and revises the plant’s organizational structure every six months to create roles that align with current business needs and the available talent pool. A focus on developing opportunities in various roles across all levels of the organization has retained top talent, to the extent that 81% of local management has come from intentionally developed roles. The site has also seen a large improvement in employee retention, with an attrition reduction of 68%, attributed to this newfound ability to create development opportunities in a flexible and agile way.CASE STUDY 5 Unilever factory implements agile and continuous organizational restructuring – USA A digital control room fundamentally shifted the work of operators away from repetitive manual jobs. The new approach integrates automation, redesigns shopfloor process flow, engages touchless WIP (work in process) control, and incorporates industrial IoT (IIoT) signals and alerts into a command centre. The initiative improved OEE and reduced flow disruptions, boosting labour productivity by 21%; likewise, it reduced equipment failure diagnostic times from two hours to 10 seconds with over 90% accuracy. Machine learning (ML)/AI-enabled predictive maintenance provides operators and technicians with prescriptive solutions, allowing for faster response time. The command centre has contributed to achieving a 91% engagement score. The system provides both operators and technicians with an upward career path – 46% of job roles have been redefined, with 37% shifting upward to involve higher skill levels.CASE STUDY 6 Western Digital uses a digital control room to transform operator roles – Thailand Reimagining frontline work is crucial to create safe, productive workspaces and processes. Leading companies are redefining what it means to work on the frontline. They are linking talent requirements to a future technology roadmap. Job roles and organizational structure are updated regularly to meet evolving needs, with augmentation, automation and outsourcing deployed appropriately. Technology is used to augment workers, reducing their time spent in manual, repetitive or dangerous tasks; meanwhile, a strong safety programme proactively identifies and mitigates risks. Employees have easy access to tools and resources that support mental and physical well-being. Work design and safety Putting Talent at the Centre: An Evolving Imperative for Manufacturing 18

Putting Talent at the Centre An Evolving Imperative for Manufacturing 2025