1. Running head: AUTOMATION OF PAPER BASED MANUFACTURING 1
Automation of Paper Based Manufacturing
William C. B. Harding
Grand Canyon University
February 24, 2016

2. AUTOMATION OF PAPER BASED MANUFACTURING 2
Automation of Paper Based Manufacturing
The development of a transition plan for moving manufacturing environments from
manual based paper systems to automated processing requires the creation of a strategic
methodology of execution versus the deployment of a tactical or immediate solution. Whereas,
an organization’s attempt to develop an immediate and tactical solution for a problem, which
disregards the need for strategic thinking (i.e., respectful of stakeholder input), creates a
transition plan with a low probability of success. As is supported by Perkins (1986), the success
of a project is dependent on the development of strategic framework and alliance of creation,
which considers stakeholder motivation, perceptive (i.e., cognitive) learning, and a collaborative
effort that is focused on a common goal.
Strategic solutions that focus on organizational requirements, employee needs, and
customer expectations are able to more effectively deliver solutions, using psychological theories
(i.e., cognition, collaboration, motivation, and learning) that stimulate an alignment of ideas,
clear communication, and mutual accountability. With that said, it is postulated that project
teams who work within organizations that embrace transformative methods for communication,
trust, and sharing of common goals, are more likely to realize mutually beneficial success
(Gajda, 2004). Moreover, successful strategic alliances embrace (i.e., consciously or
unconsciously) those psychological theories, where behaviors are extrinsically and intrinsically
influence through interpersonal relationships, in promoting interorganizational collaboration
among solution participants. Accordingly, effective collaboration emphasizes a socialized
evaluation of a problem statement (i.e., by all stakeholders) and an exchange of ideas, which are
characterized as a purposeful agreement in achieving a common goal (Gajda, 2004).

3. AUTOMATION OF PAPER BASED MANUFACTURING 3
In order to create and execute a reliable project plan, it is posited that the project leader(s)
be aware of the psychological theories of cognition, collaboration, motivation, and learning, such
that the aggregation of those theories within a transformational leadership style is reflected in
every step of the process. As will be presented in this paper, understanding of psychological
theories is not enough in creating and executing an effective project plan, where as discussed by
Mezirow (2003), leaders need to be vigilant of the concepts that promote independent thinking
and success driven expectations.
Organizational Description and Composition
This paper examines the Logistical Interpretive Pseudo Human (LIPH) manufacturing
company, which has been building mechanical heart valves for individuals with diseased aortic
valves. LIPH, recognized for high quality mechanical valves, is a small organization of an
estimated 200 employees, located in Minnesota. Additionally, LIPH is principally a
manufacturing facility that has not embraced automation in their valve assembly area, where in
order to maintain market share and competitiveness, LIPH recognizes that changes are needed.
LIPH is principally composed of production associates (PAs), who work three shifts
within a class 10,000 manufacturing cleanroom. The education level of LIPH employees is
higher than most manufacturing companies, where all the PAs have at least a high school degree,
with some also possessing undergraduate degrees. Comparatively, LIPH’s leadership, business,
engineering, and scientific departments composes 25 percent of the company, where most
engineering and scientific employees hold masters level degrees as well as a few biomedical
doctorates. All of LIPH’s employees have been exposed to internally offered statistical analysis
and design thinking courses, focused on establishing awareness, process improvement,
innovation, and collaboration.

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Problem Statement - Automated Product Tracking
Recognizing the need to move their heart valve assembly area from a paper based
tracking methodology, LIPH has requested that their Design Thinking (DT) subject matter
experts (SMEs) develop a project plan for transitioning to an automated product tracking
solution, without incurring any unscheduled manufacturing downtime. Additionally, LIPH
leadership has establish a goal of increasing production yields by 25 percent, increasing quality
to 99 percent (e.g., reduced human error and product scrap/waste), and implementing the new
automated tracking solution within six months.
The assigned project SMEs (i.e., three individuals) are familiar with using rapid
prototyping methods such as would enable the quick evaluation of potential solutions.
Furthermore, LIPH leadership has provided a generous project budget, but the SMEs know that
six months is a short period of time to implement a new manufacturing line. Additionally, one of
the SMEs has experience from another company, which utilized vision trace devices to track
product, but the lead-time on acquiring that technology is 30 days.
LIPH has a scheduled two week facility downtime every 6 months (e.g., preventive
maintenance and normal system upgrades), where leadership expects that the new automated
valve manufacturing solution will be deployed, tested (i.e., user acceptance testing [UAT]), and
validated within the next scheduled downtime. Lastly, the project SMEs will need to consider
employee vacations, which are normally taken during scheduled downtimes, quality assurance
validation, regulatory requirements, and FDA validation of the new manufacturing environment.
Strategic Plan Theories
The successful development and execution of a strategic plan for transitioning LIPH’s
valve assembly area will need to embrace the complementary psychological theories of

5. AUTOMATION OF PAPER BASED MANUFACTURING 5
cognition, collaboration, motivation, and learning in the form of an overlapping conceptual
leadership method that encourages accountability within all LIPH employees. That method will
be realized through the construction of a strategic plan, which resists the urge to provide a quick
(i.e., tactical) solution and instead empowers all stakeholders to collaboratively engage. That
said, the LIPH SMEs (i.e., project leads) are experienced in practicing transformational
leadership, which is a self-reflective awareness of purpose that facilitates helping others become
cognitively aware, through open communication, respect, and mutual trust (Taylor, 2008).
According to Taylor (2008), transformative theories of learning, teaching, and leading promote
an exchange of ideas and collaborative behavior, where leaders/teachers and
subordinates/students work as equals in reaching mutually agreed upon goals.
Building on the transformative style of leadership and learning, the SMEs recognize that
not all of their colleagues view the current manual manufacturing environment as an impedance
to growth. Therefore, the SMEs will need to use concepts defined within the scope of cognitive
theory to guide their colleagues along the self-reflective path of discovery. Specifically, the
SMEs will use Spiro, Collins, Thota, and Feltovich’s (2003) cognitive flexibility theory, to assist
colleagues in identify issues within the existing manufacturing environment, such that they can
focus on defining methods of design for resolving, fixing, and improving those solutions.
Lastly, all LIPH employees are highly motivated to produce life saving devices that
improve the quality of a patient’s life, where there is a recognized need to remain the market
leader in mechanical valves. However, with the need to implement new technology (i.e., vision
sensors, computers, and software), the SMEs are aware that there may be resistance to change
and will therefore embrace Deci and Ryan's (2008) concept of autonomous motivation, in order

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to promote an individual’s freedom to choose, voice their concerns, and collaboratively work
towards a satisfying solution.
Conclusion
Critical to the successful deployment of LIPH’s automated product tracking solution will
be the blending of psychological theories of cognition, collaboration, motivation, and learning
through the self-empowering methods of leadership, partnership, and facilitation of change (i.e.,
transformative). Specifically, using a leadership structure that is characterized as
transformational will help motivate LIPH employees to exceed expectations through observable
positive leadership behaviors, where according to Grant (2012) those positive behaviors include
the inspirational expression of a clear vision, cultivation of trust, and conveyance of confidence.
Accordingly, with the tools being the psychological theories and transformational leadership the
binding agent that blends those theories, the SMEs have established a foundation for the
successful integration of new technology that will assist LIPH in realizing its goal for
automation.

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