> For the complete documentation index, see [llms.txt](https://infosys.selmotech.com/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://infosys.selmotech.com/selmo-solution/selmo-solution-en/selmo-structure-and-standard/selmo-technical-standard-and-structure/selmo-method-in-practice/change-process-for-the-transformation-of-the-technical-implementation-process.md). # 🔄 Change process for the transformation of the technical implementation process **From the rigid system to the integrated, agile production environment** Successful digitization and automation in manufacturing require not only new technologies but also a structured approach to changing existing mindsets and ways of working. This **change process** offers a practical roadmap for transforming technical implementation processes – with a focus on integration, efficiency and future viability. *** ### 1. 🧩 Starting point: Analysis of the current situation #### 1.1 Challenges in the classical environment * **Fragmented systems**\ Mechanics, electrical, IT and OT work in isolation. This leads to coordination issues, friction losses and a lack of transparency. * **Inflexible processes**\ Existing workflows respond too slowly to market changes or new product requirements. * **High coordination costs**\ Coordination across departmental boundaries is time-consuming, error-prone and expensive. * **Data is not used**\ Sensor and process data remain unused instead of being applied for optimization or predictive maintenance. #### 1.2 Assessment of the current situation | Criterion | Status | | -------------- | -------------------------------------------------------------------------------- | | **Efficiency** | Low, due to media disruptions and manual handovers | | **Costs** | High, e.g. due to failures and rework | | **Time** | Long project durations and commissioning times | | **Risks** | High process uncertainty due to missing linkage of data, processes and functions | *** ### 2. 🎯 Target image: The desired situation #### 2.1 Vision of a modern implementation * **Fully integrated systems**\ IT, OT, mechanics and electronics work together based on models. This reduces interfaces and misunderstandings. * **Flexible, modular architecture**\ Platform engineering, digital twins and clearly defined state models enable quick changes and extensions. * **Data-driven decisions**\ Real-time data flows into control, maintenance and optimization – consistently from sensor to HMI. * **Automation from the model**\ Processes are not programmed but modeled – deterministic, documented, testable. #### 2.2 Benefits and potentials | Criterion | Improvement | | -------------- | ------------------------------------------------------------------------ | | **Efficiency** | Higher through automation and process clarity | | **Costs** | Lower through more precise planning and shorter iterations | | **Time** | Significantly reduced through reusability and model-based implementation | | **Risks** | Lower thanks to transparency, standardization and digital verification | *** ### 3. 🔧 Change management process **How the change succeeds** #### 3.1 Preparation * **Identify stakeholders**\ Who is affected? Who decides? Who implements? * **Communicate the vision**\ The *Why* and *What for* clearly explain: What does the change bring – individually and organizationally? *** #### 3.2 Planning * **Develop a transformation plan**\ With concrete milestones, responsibilities and resource requirements. * **Technological and personnel alignment**\ Where is training needed? Which systems must be replaced, extended or integrated? *** #### 3.3 Implementation * **Conduct pilot projects**\ Prototypes or pilot lines validate the new methodology and ensure experience is gained. * **Training and enablement**\ Users and developers must understand, apply and help shape the new approach. * **Incorporate feedback loops**\ Learn early from the system – iterative, not top-down. *** #### 3.4 Monitoring and control * **Define metrics (KPIs)**\ Progress, quality and acceptance must be measurable. * **Allow adjustments**\ The plan is not a dogma – but an orientation. Learning is part of the process. *** #### 3.5 Anchoring * **Establish a culture of learning and modeling**\ Move away from the “quick programmer” toward the structured process designer. * **Make successes visible**\ Communicate good practice, acknowledge contributions, strengthen motivation. *** ### 🧠 Conclusion: Technical implementation needs transformation The change of technical implementation processes is more than a software change – it is a cultural, methodological and organizational step toward: * **integrated thinking** (process + function + responsibility) * **model-based working** (instead of just code) * **formalized procedures** (traceable, verifiable, legally secure) 👉 **Selmo provides the methodological backbone** for this change:\ With formal state models, clear bit-control assignments, fully documented processes – and code that emerges from the process. *** ### 🔁 See also: * What is the Selmo-PTF model? * How does Selmo support formal verification and legal certainty? * Why “model instead of code” is the future of automation --- # Agent Instructions This documentation is published with GitBook. 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