Technology Roadmap Update
Corporate program for aligning technology investments with lean manufacturing principles. Structured workflow for evaluating, implementing, and tracking digital tools in manufacturing operations.
The Technology Roadmap Update program ensures that every digital tool, software platform, and automation investment in the plant directly supports lean objectives — reducing waste, improving flow, and enabling continuous improvement. This program replaces ad-hoc technology purchases with a structured governance model that ties every technology decision back to value stream mapping and operational KPIs.
By standardising the way the organisation evaluates, pilots, deploys, and reviews technology, the program eliminates duplication, reduces integration friction, and guarantees that shop-floor teams are trained and ready before go-live. The end state is a living, gemba-validated roadmap that evolves with production reality rather than vendor roadshows.
This program applies to all manufacturing departments that evaluate, procure, or deploy technology impacting shop-floor operations — including but not limited to Operations, Engineering, Maintenance, Quality Assurance, Supply Chain, and Continuous Improvement teams. The program covers hardware (sensors, HMI panels, edge devices), software (CMMS, MES, QMS, digital work instructions), and integrated platforms (IoT dashboards, analytics layers, digital twin components).
Any technology investment with a total cost of ownership exceeding $5,000 CAD or that alters an existing standardised work sequence falls under this governance framework. Exclusions are limited to consumable IT hardware (laptops, tablets) used solely for administrative tasks.
- Every technology proposal MUST be preceded by a current-state value stream map identifying the specific waste (muda) the tool aims to eliminate. No VSM, no approval.
- A gemba walk assessment MUST be completed within 30 calendar days of any new technology deployment. The assessment must verify that the tool is being used as intended and that the anticipated waste reduction is materialising.
- Digital tools MUST integrate with existing 5S and standardised work documentation. Any new software that creates a separate, non-integrated information silo is non-compliant and will be rejected.
- All proposals MUST include a quantified ROI projection that ties directly to measurable waste reduction (e.g., reduced changeover time, reduced defect rate, decreased motion waste). Projections must be reviewed against actuals at 90 days post-deployment.
- Any technology that changes a standardised work sequence requires a formal training needs analysis (TNA) and updated training materials before go-live. No tool goes live without signed training verification.
- Operations Manager — Approves all technology roadmap changes, allocates capital and labour resources, and chairs the quarterly roadmap review board.
- Lean Coordinator — Evaluates every proposal against lean principles, maintains the waste-reduction prioritisation matrix, and leads the gemba walk assessments for post-deployment validation.
- IT Systems Lead — Assesses technical integration requirements, manages data governance and cybersecurity standards, and oversees the technical deployment timeline.
- Continuous Improvement Team — Conducts post-implementation reviews at 30/60/90 days, documents lessons learned, and updates the standardised work documentation affected by the new technology.
- Department Supervisors — Provide shop-floor input during the proposal phase, ensure operator training is completed, and escalate any usability or workflow friction during the pilot period.