Redzone aligns closely with manufacturing best practice and gave us a catalyst to reimagine how the factory operates. Rather than simply implementing new software, we used it to strengthen our management system, clarify accountability, and push ownership closer to the frontline.

We already had a strong culture and engaged people. The real impact was helping us develop a stronger action culture, where issues are surfaced quickly, ownership is clear, and improvement happens at pace. Redzone provided the structure, but our teams used it to fundamentally change how we execute. Review collected by and hosted on G2.com.

The biggest challenge for us was during implementation. The coaching support was strong, but the overall project management and deployment structure felt less robust than the coaching model itself.

In our case, some of the master data and foundational processes were not sufficiently prepared before launch week. As a result, important conversion and setup activities had to be worked through during implementation, which created unnecessary pressure and distractions at a time when the focus should have been on adoption and behavioural change.

There also appeared to be a gap between project management and coaching responsibilities. At times, questions around deployment, system conversion, and implementation planning seemed to fall to the coaches. While they were incredibly helpful, these discussions would have been more valuable earlier in the process through dedicated project support.

Interestingly, there is a positive side to this. Redzone ultimately requires sites to own their problems rather than outsource them. While a stronger implementation process would have accelerated progress, long-term success still depended on us taking responsibility, solving our own issues, and driving change locally. In that sense, the sites that embrace ownership and action are the ones most likely to succeed. Review collected by and hosted on G2.com.