You'll have to convince your father, who happens to be the owner of the company, and work through him.
You are only the company owner's son, and it is unclear to me how much authority you have. I don't know how long you have worked at your father's company and how much credibility you have accumulated with the staff. Does your staff know you from Adam?
You are unilaterally changing in a fundamental way long established rules, protocols and procedures without any buy-in from the staff and based nothing more than your as yet to be substantiated belief that the result will be a productivity boost. That's a recipe for resistance to change and turmoil.
If you want to be successful at implementing change, you'll need support from your dad in his capacity as top management and you'll need buy-in from the staff. At this point, you appear to have neither. Worse, you appear to have neither because you appear not to have sought either.
You'll get less resistance from the stake holders, if you lay out what's in it for them if you make the change.
What's in it for the management - more profits, better quality control, adaptability to changing market conditions, labor savings?
What's in it for the staff - more productivity resulting in higher salaries and more vacation time?
Most likely, the consequence of no incentives is no change.
You cannot achieve anything by yourself. You have to work with others and through others to achieve what you want. This means that you have to get in touch and stay in touch with your inner politician. If you do it right, you'll find that usually, the most important driver and biggest challenge in successfully implementing change is not technology but human factors.