Testimonial
Building Trust for Successful Deployment: Overcoming Resistance to Change
Identity & metadata
Video title
Building Trust for Successful Deployment: Overcoming Resistance to Change
Customer name
Precision Spray
Title & company
Dina Wing, Precision Spray
Date recorded
2025
Product/feature
Steelhead ERP; deployment; change management; training; quality labels; workflow visibility
One-sentence summary
Precision Spray overcame resistance to change by building trust, reinforcing communication, and showing real results with Steelhead—leading to full team buy-in and smoother operations.
Problem described
Employees were resistant to moving away from paper-based processes, with some roles requiring more structured input and responsibility than before.
Solution described
Leadership built trust, provided hands-on training, and demonstrated value over time while using Steelhead’s visibility tools to improve workflow clarity and accountability.
Quantified outcomes
• Reduced stalled jobs and idle parts
• Improved workflow visibility through labeling and tracking
• Increased team adoption over time through training and trust
• Improved workflow visibility through labeling and tracking
• Increased team adoption over time through training and trust
Emotional tone
Honest, practical, reflective, leadership-driven
Full transcript
Speaker labels
Dina Wing is identified inline.
Timestamps
Not included for this transcript.
Key quote callouts
[QUOTE] “A lot of his buy-in was based on our relationship.”
[QUOTE] “Once they kind of got used to the new steps… ‘I’m cool.’”
[QUOTE] “Parts don’t sit. They keep moving — like a shark.”
[QUOTE] “The communication from the top has to be pervasive and persistent.”
[QUOTE] “Once they kind of got used to the new steps… ‘I’m cool.’”
[QUOTE] “Parts don’t sit. They keep moving — like a shark.”
[QUOTE] “The communication from the top has to be pervasive and persistent.”
Filler/redaction notes
Transcript reflects edited spoken dialogue with no timestamps.
Transcript
Dina Wing, Precision Spray
A lot of it depended on the person. So, like, for instance, we have a production manager who has a huge amount of experience — he's been doing this for a long time — but he likes paper. He likes paper, he likes to carry around lists, he's comfortable with it. And so a lot of his buy-in was based on our relationship. I built a relationship where he trusted my opinion. He was like, “Listen, if you want this, if you think it's going to be better, I'm going to go with you on it. But I don't like it.”
So he wasn't enthused, but he understood why I wanted it. He was willing to trust me. And then, over the last six months, I've showed him how to do a couple of things, and now that he can pull his lists and pieces of paper out of the system by himself, without asking, he's delighted. He's very happy about it. He has no problems with Steelhead as a concept. He's fully involved, and he's ready to bring his guys in for retraining if something is wrong.
So buy-in for him was initially a matter of trust, and then over time he saw why it was useful.
For other people, it was harder. A lot of the order entry stuff — we're actually making customer service and order entry probably do more work than they were doing before. Because we make them actually create part numbers, and put things together, and be organized — whereas before that wasn't really happening. Which, of course, led to more quality problems or parts just stopping and nobody knowing what to do with them.
So in that, people saw why it was useful. But for them specifically, it was going to be more work, so that was harder. Once they kind of got used to the new steps, they were like, “Okay, this is my job, I get paid for it, it's fine, I'm cool.”
Then there’s people like me and like John who were like, “Oh my goodness, data!” — like, love this, absolutely on board, super excited from the beginning.
And it's not just the top though — the communication from the top has to be pervasive and persistent. Even if the guy at the top is fully on board, if he doesn't say anything to anyone, then you're kind of screwed.
Oh yeah — so like, the QC guys — they don't worry about parts unless they have the yellow label. So they can unclutter what they're looking at and just look at the things that need their attention.
For order entry, they can only search for things that are green, because that’s the only thing they should be touching.
And then, when I go in and I wonder, “Well, why are all these parts still in receiving? What's going on?” and I see a bunch of it’s pending customer disposition — I can go in and look at that list and just follow up with every customer until we get the answer that we need, so that parts don't sit.
That is the main benefit that we've seen from Steelhead: parts don't sit. They keep moving — like a shark. Because the minute something stops, it always becomes a problem. So we have to keep stuff moving.
It's me. The call is coming from inside the house — which, in this one case, it's better if the call is coming from inside the house.
A lot of it depended on the person. So, like, for instance, we have a production manager who has a huge amount of experience — he's been doing this for a long time — but he likes paper. He likes paper, he likes to carry around lists, he's comfortable with it. And so a lot of his buy-in was based on our relationship. I built a relationship where he trusted my opinion. He was like, “Listen, if you want this, if you think it's going to be better, I'm going to go with you on it. But I don't like it.”
So he wasn't enthused, but he understood why I wanted it. He was willing to trust me. And then, over the last six months, I've showed him how to do a couple of things, and now that he can pull his lists and pieces of paper out of the system by himself, without asking, he's delighted. He's very happy about it. He has no problems with Steelhead as a concept. He's fully involved, and he's ready to bring his guys in for retraining if something is wrong.
So buy-in for him was initially a matter of trust, and then over time he saw why it was useful.
For other people, it was harder. A lot of the order entry stuff — we're actually making customer service and order entry probably do more work than they were doing before. Because we make them actually create part numbers, and put things together, and be organized — whereas before that wasn't really happening. Which, of course, led to more quality problems or parts just stopping and nobody knowing what to do with them.
So in that, people saw why it was useful. But for them specifically, it was going to be more work, so that was harder. Once they kind of got used to the new steps, they were like, “Okay, this is my job, I get paid for it, it's fine, I'm cool.”
Then there’s people like me and like John who were like, “Oh my goodness, data!” — like, love this, absolutely on board, super excited from the beginning.
And it's not just the top though — the communication from the top has to be pervasive and persistent. Even if the guy at the top is fully on board, if he doesn't say anything to anyone, then you're kind of screwed.
Oh yeah — so like, the QC guys — they don't worry about parts unless they have the yellow label. So they can unclutter what they're looking at and just look at the things that need their attention.
For order entry, they can only search for things that are green, because that’s the only thing they should be touching.
And then, when I go in and I wonder, “Well, why are all these parts still in receiving? What's going on?” and I see a bunch of it’s pending customer disposition — I can go in and look at that list and just follow up with every customer until we get the answer that we need, so that parts don't sit.
That is the main benefit that we've seen from Steelhead: parts don't sit. They keep moving — like a shark. Because the minute something stops, it always becomes a problem. So we have to keep stuff moving.
It's me. The call is coming from inside the house — which, in this one case, it's better if the call is coming from inside the house.
Taxonomy tags
Industry
Manufacturing; Industrial Coating
Company size
SMB / Mid-market
Use case
ERP adoption; change management; workflow visibility; quality control; training
Stage of journey
Post-purchase / Advocacy