Adopting new technologies to improve customer satisfaction and the bottom line seems like a no-brainer. Behind the scenes, workers are ill-prepared. Some see growth opportunities. Many fear machines will take their jobs. Others are in denial. No one seems to be ready.
One case study unfolding in the dental industry reveals the questions workers and managers of businesses, large and small, should be asking to better plan for the inevitable change technology will bring to their careers.
The Technology
Traditional dental crown manufacturing uses the time-honored Lost-Wax technique, a 12-step method employing wax molds, molten metal, ceramic powder, glazing, and a skillful artist’s touch. From start to finish, the dentist’s office and dental lab coordinate a labor-intensive, back-and-forth process requiring two patient visits spanning up to three weeks. Patient inconvenience and labor costs provide incentives for adopting a new solution.
The emergence of intra-oral digital scanners to create high-resolution models of a patient’s teeth coupled with 3D printers that use the digital tooth model to construct dental crowns provides the option of bringing all the steps of crown production into the dental office. The entire process, from design and build to installation in the patient’s mouth, can be done in a single 3-hour visit – eliminating the need for temporary crowns and a second patient visit.
The business benefits are attractive. Patient satisfaction goes up, and costs drop between $500 to $1,000 per crown. Include implants and dentures in the mix, and the payback period on an initial $50K investment is three months. Sounds like a no-brainer decision? Maybe not when you factor in the human equation.
The Dentist
“Thank you for the proposal. I’ll let you know my decision next week.” Hanging up the phone, Dr. Wells looked to the ceiling as if seeking divine guidance on the decision to acquire the new technology in the salesperson’s proposal. Instead, all she sees are backlit bucolic scenes inserted in the suspended ceiling for her patients to gaze at as they sit with gaping mouths.
Dr. Wells is a second-generation dentist in her early 60s and prides herself on the quality of her work and the personal attention she gives to her loyal customers. The good doctor is undecided on bringing in the 3D technology. She is pleased with the quality and service from the dental lab and wonders if the new system will be as reliable or become a headache.
Does she really want to take on learning a whole set of new skills and changing familiar procedures? Her patients are becoming aware of these technologies and are starting to ask questions as they see the potential benefits. Deep in her heart, she knows that sooner or later, her practice will need to adopt this technology.
Her son is currently in dental school and plans to take over the practice. Growing up with PCs, he is immersing himself in new technologies at dental school. Should she bite the bullet and bring in the new system now or leave the decision to her son when he takes over the practice in a few years?
The Dental Assistant
John, a dental assistant in his 30s, has a diploma from a vocational school and has worked for Dr. Wells for ten years. His primary duty is preparing tools used by Dr. Wells during patient work. He also takes X-rays, performs record keeping, and schedules appointments. He likes his job but wants to grow professionally and, with a new baby on the way, financially.
Dr. Wells mentioned she is considering changes that would affect dental crown, but she is undecided. John has heard great things about 3D dental technology from a friend who works for a dentist across town. Still, with his superficial knowledge, he does not understand how this new technology would affect him. His wife suggested looking for a job at a more progressive practice where he could gain new skills – and a bigger paycheck. But John is unsure how precisely the technology would be good for him. He senses an opportunity but is apprehensive – is he up to it?
The Dental Lab Owner
The dental lab is a small boutique owned and operated by Mr. Brown, a dental lab technician (DLT). He employs four other DLTs who design and manufacture corrective devices to replace natural teeth – crowns, implants, and dentures. Brown obtained his associate degree from a technical community college and worked as an apprentice in a dental lab while becoming a certified dental technician. After receiving his certification, he launched his own lab with funding from his family.
Mr. Brown has reason to worry. He had already lost two clients when they installed in-house 3D dental printers. He tries his best to convince his customers the new technology can never match the quality produced by his technicians. “Yes, the process takes several weeks, but your patients will live with their implants for the rest of their lives!” Despite these pleas, he knows the financial incentive for dentists means it’s just a matter of time before wide adoption of the 3D technology. Still, the business is strong, and he is making good money. So when the time comes, he feels he will be able to find a way to pivot his operations and avoid losing his business.
One option is to focus on the low-volume, high-margin market, offering a perfect match to natural teeth for media personalities and the wealthy. This niche market requires advanced craftsmanship and may use gold and other preferred materials not (yet) available in 3D printing. Another option is to offer a hybrid solution where the dentist performs the dental scan and uploads the digital file to his dental lab for manufacturing. The lab would employ high-volume equipment to offer lower costs and provide a one-day turnaround.
Both options require staff reductions, but that is not foremost in Mr. Brown’s mind right now.
The Dental Lab Technicians
Mary, in her mid-50s, is the senior dental lab employee and supervises four other technicians. Her craft requires a blend of technical and artistic skills, including hand-eye coordination, color perception, and solid knowledge of mouth anatomy, math, and chemistry. She is proud of her work and imagines herself as a sculptor, exhibiting her artwork in a thousand happy smiles. Mary is thinking about retiring but feels safe continuing to work for another ten years. To her, the idea that a machine can achieve her level of expertise is science fiction. So she doesn’t worry, but should she?
Paolo, the youngest dental lab employee, is in an apprentice to become a certified dental technician. His decision to pursue an associate degree in dental technology traces back to Mr. Brown serving as a volunteer mentor at his technical high school. Paolo excelled in high school, where he received a well-rounded STEM introduction that included computer-aided design and manufacturing (CAD/CAM) using a PC and a $1,000 3D printer. He sees 3D technology coming and pictures himself leading the charge when the day arrives. But how? He wonders if he should be looking for another dental lab already using the equipment. Or should he join a dentist’s office?
The remaining lab technicians, John, Sue, and Zach, are middle-aged with children. All are excellent at their work, which, although technical, does not involve much interaction with computers. Instead, relying on their smartphones, they are proficient in Facebook, email, and mobile games. Together with Mary and Paolo, they are loyal to Mr. Brown and feel that he will take good care of them whatever he decides. But should they place their career fates solely in the hands of Mr. Brown?
Planning For Change
Technology adoption stories similar to this will continue to play in every industry, affecting up to 95% of our workforce in the next ten years. Fast-paced change can bewilder any business and its employees. Managers face strategic decisions affecting business survival. Employees face tough life and career choices. Now is the time to begin planning for the future. These three tactics can help both groups keep ahead of the curve:
Everyone a Futurist
The time to consider the impact of technology begins long before the vendor drops a proposal in your inbox. Management and employees need to do homework to foresee advances impacting their operations and livelihoods. Relative to the above case, one dentist takes his staff to trade shows to increase awareness of industry developments. Another makes trade journals available to his team and includes a discussion of the future on the agenda for quarterly staff meetings. Similar approaches can be adjusted and expanded to larger enterprises and employee groups. The objective is to open horizons and give organizations and employees time to prepare.
The Need For Self-Awareness
No two workers are exactly alike, even when they have the same job title. Each contributes differently – some use their craftsmanship to tackle challenging assignments; others are efficient and highly productive, turning work around quickly, with no mistakes. Each of them needs to recognize what makes them valuable to their organizations. Going deeper, they also need to understand how the tasks they perform may be affected by new technology. Will the most valuable parts of their work be automated and take away parts of their jobs? Or will the technology augment their skills, making them more productive and take away the drudgery of ancillary tasks, giving them free up time to do the things they’re good at?
When change arrives, some workers are ready, willing, and able, others require a leg up, and some refuse to change. Objective assessment of workforce skills and adaptability helps organizations evaluate technology adoption options and design employee transition paths. Employees who examine their personal skills, passions, and career paths gain lead time for orderly adjustments and transitions.
Time to be Proactive
Don’t wait until the ink is dry on the purchase order before digging into the gritty details of how the technology will meld with your business workflow. Prometheus Endeavor is working on an approach to proactively assess how technology will impact workflows, tasks and employees. Equipped with this knowledge, managers, and employees will understand how various incremental, hybrid, and full-package implementations may affect the business and jobs. More importantly, it will allow workers to take charge of their careers and plan for their futures.
Conclusion
The future of technology holds many crossroads for managers and workers. Deciding which path to take can impact business and worker survival and personal fulfillment. Management must look after their employees while keeping their businesses competitive. Employees must take charge of their careers instead of abdicating this responsibility to their managers. Awareness and acceptance of trends allow time to prepare, leading to improved outcomes for all.
Very informative case with valuable management lessons.. Nice contribution.