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Successful companies have achieved outstanding performances by incorporating Lean Management at the center of their
corporate transformations. At the same time, the potential of digital technologies to transform performance has become
widely recognized. However, we observe two types of lean companies on their way to digital: either companies realize
a radical performance increase of up to 50% or more, or become stuck in situations in which initiatives happen in silos,
efforts lack coordination, and success is never achieved. This Viewpoint is about transforming companies to digital lean by
developing their lean capabilities and embedding technological building blocks into their value streams.
Traditional Lean Excellence and new digital Performance growth rates along the lean lifecycle
potential
Compound Annual Growth Rate
Lean companies develop their capabilities and processes 0% +58% +1%
continuously as part of their culture. Continuous improvement Exploration Exploitation Excellence
allows lean companies to align their activities flexibly, according Performance Digital Lean
120% (normed)
to business strategy. As a consequence of this holistic
alignment, these companies achieve relatively high performance
levels compared to their competitors.
100%
"Traditional"
A recent Arthur D. Little automotive study classified the lean Digital
Lean
potential
lifecycle into three phases and determined annual company
growth rates in each phase. Using a key automotive productivity 80%
Integrating lean principles into digital transformation helps Most companies struggle to find the right approach to effectively
achieve radical simplification of the process, allowing companies grasp the benefits of this digital promise.
to identify the most effective levers for the digital journey.
The following three key questions define a framework to
Before discussing how to unlock the digital potential, and unlock the potential of digital to create value and drive higher
given the importance of the lean foundations, we therefore performance.
briefly repeat the three core elements of outstanding lean
organizations. How to radically simplify the traditional value stream?
The full digitalization potential of the value stream is derived
The three lean core elements of outstanding from a two-step Digital Greenfield Design approach, based on
organizations two key questions:
Core 2: Targets and performance management 2. Which remaining non-physical (information) process steps
can be digitalized radically?
Continuous improvement and transformation start with
setting clear targets. These targets need to be designed both Second, redesign information processing, especially manual
vertically (organizational hierarchy) and horizontally (end-to- tasks, radically, whether by incorporating digital twins or the use
end value-stream orientation). Performance management of supporting technologies (e.g., Robotics Process Automation,
assures the effectiveness of measures taken through better Artificial Intelligence, bots).
leadership quality and clear focus on the waste-free value
stream. Which technological building blocks to use to create
new value?
Core 3: Kaizen platforms
Unlocking an organizations digital potential requires a
Lean is not about methods and tools only, but about combination of deep knowledge of mature, proven technologies
addressing the right problem to the right set of employees and the identification of specific functional applications.
with a problem-specific approach. Continuous improvement Each company therefore needs to configure its own set of
can be seen as continuous training, and is therefore a technological building blocks to address its organizational
sustainable way of developing employees. The improving characteristics and priorities.
Kaizen platforms, whether for self-contained improvement
Five categories of technological building blocks are defined in
problems within a defined organizational unit, or for cross-
Arthur D. Littles digitalization framework, Future of Operations.
functional/cross-site problems, need to be designed integrally
(See Future of Operations in the digital world, Viewpoint 2016.)
not additionally.
This classification helps companies to trace operational needs to
the relevant building block
Shifting from lean to digital lean nn ognitive: use pattern recognition based on (big) data for
C
automating tasks (e.g., big data/advanced analytics, bots,
Radical shifts in performance are the consequence of
autonomous transport systems)
embedding proven technologies in the value stream to
overcome factors that have traditionally limited performance. nn onnected: incorporate machines, tasks, etc., through the
C
cross-functional use of information (e.g., collaborative, smart
Typically, it is unclear where to start the digital lean journey and
machines and robots)
how to prioritize a companys efforts and resources to drive
tangible results. Indeed, choosing from among the plethora of nn irtual: leverage productivity by decoupling and transforming
V
new options provided by digital technologies is a real challenge. physical conditions into virtual spaces (e.g., cyber-physical
systems, augmented reality)
Big data/ Connected things Collaborative, smart Augmented Developing digital lean capability to build a long-term
advanced analytics machines and robots reality
and sustainable competitive advantage
The ability to effectively and efficiently digitalize an organizations
value stream is, unquestionably, a source of future competitive
Cognitive, self learning Cyber physical systems/
systems/ bots
Digital
building blocks virtualized networks advantage.
Building blocks are interdependent, and therefore need a holistic Insights for the executive
and integrated design. They apply across the organization, in
In order to be successful and overcome traditional barriers,
both direct and indirect business functions, for which results
companies need to ensure that lean principles are well
are sometimes even more impressive (e.g., through Robotics
integrated into their digital transformation.
Process Automation (RPA), in production planning and finance).
The company-specific set of building blocks is derived from In order to do so, and to fully exploit their digital potential,
its value-stream requirements and requires a profound companies need to: 1
Contacts
Case example: Unlocking the digital potential
of a logistics player Austria Middle East
schreiber.bernd@adlittle.com dadhich.lokesh@adlittle.com
Figure below shows a logistics industry example, in which
Belgium Netherlands
the application of Digital Greenfield Design led to a reduction
baes.kurt@adlittle.com baes.kurt@adlittle.com
of 5080 percent of traditional manual tasks. The digital value
stream heat map visualizes the radical simplification of the China Norway
value stream of this company. russell.pell@adlittle.com mackee.diego@adlittle.com
Czech Republic Portugal
Digital value stream heat map visualizing radical simplification for
a logistics player
brabec.dean@adlittle.com portal.jesus@adlittle.com
Germany Spain
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