To ensure the long-term success of your lean projects, you need process-related and organizational prerequisites in the company.

Based on our many years of experience as a cross-industry technical management consultancy, we would like to give you the most important points in this newsletter issue to make your lean projects a lasting success:

  • Use proven tools and methods to clearly identify the current situation.

  • Define the objective of the production system and back it up with target values in an integrative approach.

  • Involvement of all relevant employees in the target-setting process to increase acceptance.

  • Involve managers and other employees in the process and raise their awareness.

  • Implement cultural change across all hierarchical levels.

  • Start by optimizing traditional processes to transform them into digital processes.

  • Expand the traditional production system in a targeted and systematic manner to include digital design elements in the direction of Lean 4.0 on the basis of a holistic digitalization strategy with corresponding characteristics.

  • If you run the production system in the form of a pilot application, use this as a quick-win opportunity and as an initiator to enable the organization for a consistent rollout across the entire company.

  • Gradually and consistently implement and stabilize digital applications in order to generate trust within the company and among employees.

Many Lean projects fail due to half-hearted implementations of generic Lean methods that have not been adapted to the company’s own requirements.

Unused, colorful lean boards in production without the classic PDCA approach (Plan-Do-Check-Act) for tracking and continuous improvement are tragic examples of failed implementations, demotivated employees and disappointed managers.

The introduction of lean for the sake of the lean trend is doomed to failure from the outset. Rather, it means a change in the corporate culture as well as the management principles and the involvement of all employees in lean thinking.

Shigeo Shingo, who was one of the first to put companies on a more productive and efficient path, coined the following phrase.

“Lean is a way of thinking not a list of things to do.”

We have adopted this philosophy in our approach and understand the task of initiating a sustainable transformation with every lean project.

The lean philosophy must be exemplified by the management and communicated to the store floor, as this is the only way for new methods to unfold their benefits. The development and communication of the company-specific target image for the lean company is one of the most important organizational methods with which all further activities can be evaluated and checked for their specific contribution to achieving the target image. The lean concept must also be understood and anchored by all employees, e.g. in order to recognize waste and sustainably increase productivity.

This cultural change is not a task for “on the side”, but requires consistent commitment, corrective intervention and leadership as well as exemplifying these principles in day-to-day interaction.

In addition to the classic challenges already described when introducing a production system, the possibilities of digital solutions and use cases in the production environment give rise to two further critical developments:

  • The processes, skills and culture are not optimized, but an attempt is made to tackle the problem with a digital solution. Inefficient, undefined or slow processes can only be optimized to a limited extent through digitalization, according to the motto: “If you digitalize a bad process, then you have a bad digital process.” In contrast, processes that have already been coordinated can exploit the full optimization potential of digitalization.

  • Digital solutions are introduced in an uncoordinated manner, which can result in considerable additional work, e.g. programming, maintenance of the solutions, etc. In addition, companies that are active at several locations waste the corresponding economies of scale through an uncoordinated introduction of digital solutions, or solutions are only calculated for ROI with the application at one location and not in multiple applications at several locations. The remedy here is a clear digitization strategy, a corresponding organization and clear governance.

Lean and digitization go hand in hand

Lean production and the overarching production system thrive on positive experiences in the real world, so we recommend tackling the transformation process directly as part of a pilot application and experiencing the benefits. It is extremely important that executives and management exemplify the principles and are available to employees as role models and coaches, because a successful production system depends on the participation of everyone and continuous work to achieve the jointly defined goals.

The continuous development and optimization of digitalization solutions for direct and indirect production also offers the opportunity to integrate corresponding approaches as part of the introduction of a traditional production system. This is typically classified into the following areas:

  • Direct production areas (e.g. production, assembly and testing, etc.)

  • Indirect production areas (e.g. logistics, quality, maintenance, IT system, etc.)

  • Support functions (e.g. HR, finance, controlling, purchasing, etc.)

Some of the better-known approaches that can be assigned to area b) are in maintenance, which are implemented under the “preventive and predictive maintenance” methods, i.e. preventive and predictive maintenance routines, as well as digital performance management in the direct and indirect production areas (a and b). Here, the performance of production units or assembly lines, for example, is displayed with the corresponding KPIs via digital andon boards. This is done online for employees and management. This enables rapid intervention in the event of deviations from the target status, allowing errors to be identified and rectified in good time and costs to be saved. In addition, supplementary incentive systems can be used to further motivate employees and thus support the continuous improvement process (Kaizen).

Structured for lean success

The approach developed by ifp consulting for the development and introduction of a lean and complementary digital production system is based on 5 steps.

1. ifp consulting’s approach to introducing a (digital) lean production system is initially based on the objectives and strategy of the company as a whole. Derived from this, the definition and determination of the targets as well as the corresponding KPI values for the introduction of the (digital) production system takes place. This is already transferred at the beginning in so-called rules and guidelines for the company’s own production system.

2 In the second step, we recommend an inspiring best-in-class visit to at least two companies that have already successfully introduced a (digital) lean production system.

3. based on the impressions and findings, an assessment is then made of the company’s own performance and status in relation to the characteristics of a lean production system. The preceding Best in Class visit thus also has an “eye opener” effect in order to be able to better classify one’s own performance.

4. in the fourth step, the basic principles and system elements are selected and designed specifically for the company and backed up with objectives. This ensures that the combination of individual elements contributes to the achievement of the overall goal. This stage also includes broad employee training and “train the trainer” education within the company to ensure better scaling in the later rollout.

5 Implementation in a pilot application concludes the first phase. Immediate implementation means that inadequacies and weaknesses in the production system can be quickly identified and remedied before the system is rolled out across the board. As not all technical measures can be implemented in a pilot application (e.g. delivery time from suppliers, etc.), a medium and long-term implementation roadmap is developed at the same time, which is then implemented consistently.

The rollout to other production areas, plants or regions enables the effects to be scaled beyond the pilot system.

This 5-stage approach not only ensures that all employees are involved in the conception and implementation process, but also ensures that you can carry out the further rollout and continuous improvement on your own with internal resources through the “Train the Trainer” program.

In summary, it can be stated that the expansion of lean production approaches through digital solutions can leverage further optimization potential, but should be introduced in line with a holistic concept. With this comprehensive approach, taking into account the associated cultural change in the company, implementation will only be successful if all hierarchical levels are integrated into the process from the outset, targets are defined and achievement is consistently measured, and measures for continuous improvement are implemented.