VIN
Adoption
Adoption is not installing a piece of software but organising what you already do into rules that can be executed; the first step is taking stock, not deploying.
Four Phases
| Phase | Principal work | Output |
|---|---|---|
| 1. Taking stock | Equipment and service inventory, interviews on existing practice, review of current rules | Current-state report, gap list, contradiction list |
| 2. Organising the rules | Establishing where authority sits, removing duplication and contradiction, filling in the reasoning | A citable rules library and task guides |
| 3. Trial in one domain | Running one product line through the complete path | Trial report, first settings for boundaries and gates |
| 4. Extension and governance | Extending to further product lines, establishing periodic review | Complete framework, governance cadence, audit records |
What Matters in Each Phase
Phase one takes stock of three things: what equipment and services exist, what the current practice is, and whether that practice has been written down. Most organisations discover at this step that the real problem is not an absence of rules but rules scattered across different places and contradicting one another — and that phase produces something of value in itself, even if no automation follows.
Phase two is done jointly by the organisation's own engineers and the consultants — the rules must belong to the organisation; an outside consultant can help structure them but cannot decide on the organisation's behalf what it should do.
Phase three does not aim to automate everything, but to run the path "rules → work → gate → record" through once, adjusting where the boundary falls according to what actually happens.
Phase four shifts the emphasis from technology to governance: which work can go to the system, which must be decided by a person, whether an exception is acceptable, whether the gates need adjusting — these decisions belong to the organisation.