A: Yes, and in most cases the learning curve is shorter than teams expect. The bigger adjustment is not the software itself. It is the shift from a system that records what happened financially to one that manages what is happening operationally across the entire manufacturing process. That shift changes how your team works, not just which software they use.

What Makes DELMIAWorks Different to Learn

Accounting software is familiar to most office-side manufacturing teams because it mirrors basic financial concepts: invoices, payments, accounts, reports. DELMIAWorks covers those same financial functions, but it extends across production, inventory, quality, and scheduling in ways that accounting software never touches.

For team members whose work has been primarily financial, the accounting and financial reporting modules in DELMIAWorks will feel recognizable. General ledger, accounts payable, accounts receivable, and financial reporting all have direct parallels to what they already know.

The new territory is the operational side of the system. Work orders, BOMs, routings, shop floor data collection, quality inspection, and scheduling are concepts that may be unfamiliar to your finance team but are immediately relevant to your operations team. The two groups often learn in different directions and meet in the middle.

Who Tends to Pick It Up Fastest

In most implementations, the team members who get the most comfortable with DELMIAWorks quickest are the ones closest to production. Supervisors, schedulers, and operations leads adapt quickly because the system is describing processes they already understand. They are not learning new concepts. They are learning a new tool for concepts they work with every day.

Finance team members typically take a bit longer, not because the system is harder for them, but because they are being exposed to operational workflows for the first time alongside learning the software. The benefit of that exposure is significant over time. A controller who understands how a work order flows from release to closure becomes a much stronger financial analyst for a manufacturing business than one who only ever sees the GL entries.

Shop floor operators learn what they need for their role without needing to understand the whole system. DELMIAWorks is designed to surface relevant information and actions at the right level of the organization.

The Role of Training in the Transition

Training approach matters more than the software itself in determining how quickly your team becomes productive.

Role-based training is consistently more effective than general system training. Teaching a scheduler the scheduling module, a quality inspector the quality module, and a purchasing agent the purchasing module gets people productive faster than walking everyone through the entire system in sequence. People retain what they can use immediately.

Power users accelerate the whole team. Identifying two or three people in your operation who will go deeper than their role requires, and giving them additional time in the system before go-live, creates internal resources your whole team can turn to after the implementation partner steps back. These power users become the day-to-day support network that makes adoption stick.

Hands-on practice with real data during training beats working through generic examples every time. When your team trains on your actual items, customers, vendors, and processes, the learning connects to their real work rather than staying abstract.

What the First 90 Days Actually Look Like

The first month after go-live is almost always the hardest. Teams are running the new system in live conditions for the first time while still adapting to the workflows. Response time on tasks slows. Questions come up that training did not cover. This is normal and expected. It is not a sign that the implementation was a mistake.

By the end of the second month, most teams have developed a working rhythm with the system. The questions shift from how do I do this to how do I do this better. Efficiency starts recovering.

By the end of the third month, teams that had adequate training and post-go-live support are typically operating at or above their pre-implementation productivity, with significantly better visibility into what is happening in their operation.

The teams that struggle longest after go-live are almost always the ones who underinvested in training or cut post-go-live support too early. The technology is rarely the issue. Support and time are what determine how quickly adoption happens.

What You Can Do Before Go-Live to Set Your Team Up

Communicate early and honestly. Teams that understand why the change is happening and what it means for their role adapt faster than teams who feel the change was decided without them. Share the reasoning, the timeline, and what will be different.

Involve key users in the implementation process. When team members have input into how their workflows are configured in DELMIAWorks, they arrive at go-live with ownership rather than resistance.

Set realistic expectations with leadership. The first 90 days will be an adjustment period. Productivity will dip before it rises. Planning for that reality rather than expecting an immediate performance improvement removes pressure that derails adoption.

The Bottom Line

Your team can learn DELMIAWorks. The question is not whether they are capable. It is whether the implementation gives them the training, support, and time they need to get there.

DR Software Services builds training and post-go-live support into every implementation we lead because we have seen what happens when teams go live without it. If you are evaluating a transition and want to understand what the training process would look like for your team, reach out at info@drsoftwareservices.com or visit drsoftwareservices.com/our-services.