Artificial intelligence is becoming part of how manufacturers work, from quality inspections and predictive maintenance to process optimization, supplier evaluation, customer service and everyday business operations. As the use of AI grows, so does the need to understand how it is being managed within your organization. ISO/IEC 42001:2023 is the international standard for Artificial Intelligence Management Systems (AIMS). It provides a framework to help organizations manage the responsible use and oversight of AI throughout its lifecycle. This standard does not tell you how to build AI or which AI technology to use. It provides a structured approach for managing AI so organizations can identify risks, establish responsibilities, monitor performance and continually improve how AI is used. What does this mean for manufacturers? Think about a manufacturer using AI to support product inspections. A quality management system helps ensure the inspection process consistently supports product quality. An AI management system provides a framework for managing the AI involved in that process, including its performance, risks and oversight. ISO/IEC 42001 can help organizations:

• Establish policies and responsibilities for AI use
• Identify and manage AI risks
• Address data and privacy considerations
• Establish appropriate human oversight
• Monitor AI performance
• Continually improve AI systems and processes
• Demonstrate responsible AI governance to customers and other interested parties

Already familiar with ISO 9001? There is a connection. ISO 9001 focuses on quality management, while ISO/IEC 42001 focuses on AI management and governance. Both follow the Annex SL structure used by many ISO management system standards. For organizations already familiar with ISO 9001 or other ISO management systems, this common structure can make it easier to understand how an AI management system can work alongside existing processes. Why attend? If your organization is currently using AI, considering where AI could fit into your operations, or simply trying to understand what responsible AI management looks like, this information session is a place to start. During this session, you will learn more about:

• What ISO/IEC 42001 is and its purpose
• How an AI management system can help organizations manage AI responsibly
• Areas organizations should consider when managing AI, including risk, oversight, data, privacy and performance
• How ISO/IEC 42001 relates to ISO 9001 and other management system standards
• How the standard can apply to the use of AI within manufacturing operations

Who should attend? Massachusetts manufacturers interested in understanding how AI can be managed within their organization, including business leaders, quality professionals, operations leaders, IT professionals and others involved in management systems, risk or the use of AI. You do not need to be an AI expert to attend. This information session is designed to provide an introduction to the standard and help manufacturers better understand what responsible AI management can look like within their organization. Register Here

MassMEP is always partnering with resources to bring Massachusetts Manufacturers the next value added information session. We are partnering with GrowthCo for two upcoming webinar sessions.

Strategic Change Management: Beyond the Checklist – in this session you will learn how to build a change coalition, manage “the middle,” and ensure your next initiative actually sticks. Why is this so important right now?

• Learn the elements of an impactful approach to advance your change 

• Assess your current change approach including strategies that are both effective and ones holding your organization back from gaining the return on your investment of the change 

• Reflect on the consequences of not managing the people side of your change 

• Discover the recipe needed to gain a return on your investment of your change including your role to ensure people adopt the change! 

The Crisis of Unmanaged Change: Moving Beyond Action Items

Today, the corporate landscape is moving at a velocity that few internal systems were built to sustain. Organizations today find themselves caught in a vice: on one side, they face external pressures like newly implemented tariffs, spiking transportation costs, and persistent inflation; on the other, they are grappling with a fragile labor market and the relentless push for digital transformation.

To survive, leadership teams are launching a barrage of initiatives. From aggressive AI adaptation and shifting office locations to complex process overhauls and policy pivots, the sheer volume of change is staggering. However, a dangerous pattern has emerged: most companies are only concentrating on Project Management and not including Change Management.

The “Execution” Trap

While leadership is often excellent at Project Management (identifying the technical Action Items—the “what” and “when” of a project)—they are increasingly failing to address Change Management (the “who” side of the project). When a new business initiative is launched without a plan for the human side of the transition, the technical success of the project becomes irrelevant.

Without structured change management, organizations are seeing a sharp rise in:

• Change Fatigue: Employees are no longer just tired; they are cynical. When “Phase 1” is launched before the previous initiative has been stabilized, productivity plummets.
• Active Resistance: When changes feel “done to” employees rather than “done with” them, workers naturally revert to legacy workarounds, rendering expensive new systems useless.
• The Trust Deficit: Strategic shifts made without transparent communication fuel rumors, leading to high levels of internal resentment and a breakdown in leadership credibility.

From Friction to Fluency

Ignoring the people side of change doesn’t just slow down a project; it creates a breeding ground for chronic workplace conflict. When employees feel their autonomy or job security is threatened by unplanned shifts, the resulting friction often manifests as interpersonal hostility, siloing, and attrition.

To help your organization navigate these turbulent waters, we invite you to join our upcoming leadership webinars designed to bridge the gap between technical execution and human adoption.

Register Here