Lean Digitalization

Why is it important?

We believe that Lean Digital transformation means applying Lean philosophy to the Transformation to an ever more Digitally based Operations environment. This implies that 'all things digital' are tools to solve specific current or potential future problems - or improvement opportunities.
A transformation starts with understanding the current (digital) state to the planned Future State including technologies, architecture but also implications on and mitigations for the people affected in the organisation.

Our experience

Lean Coaching has extensive experience in supporting large complex transformations. This includes changing mindsets and building capability required for digitalization thanks to the partnership with organizations incl McKinsey Digital Capability Centre (DCC). Lean Coaching help companies to understand their need from a lean/operational excellence perspective and specifing their requirements in a way Solution Providers are more likely to be able to build from. Services incl Digital Awareness, Digital Performance Management, Digital Value Stream and Digital Process Maps.

Digital Awareness​

What is it?

Three dimensions of digital maturity assessment: organisation, technology, human for business challenges identification, for lean leadership and lean management opportunities and digital transformation opportunities.

Why is it important?

Most companies are considering or already embarking on 'Digital Transformation' without fully understanding the challenges or implications across the organisation and without having the critical mass of capabilities required to enable the – Lean and Digital Transformation.

Key Elements/Terms

- Digital current and Future State assessment
- Digital Capability Centres

Digital Performance Management (DPM)​

What is it?

Digital Performance Management (DPM) is the digitalisation of Performance Management ie the 'dashboard' visualising the performance of a cell/line, department or business unit enabling problem recognition, prioritisation, containment and root cause solution, followed by standardization and Process confirmation, the basis for continuous operational improvement.

Why is it important?

Analog Visual Performance Management (Meeting/Information) Centres on Boards have several substantial drawbacks, the most important being 1) the time it takes to update and 2) the subjectivity of catagorisation of losses.
With simple sensors, open source software and various DPM display solutions, most of Information Centre content, can vastly enhance the traditional board solutions.

Key Elements/Terms

- Digital Process Analysis​ (digital waste)
- IOT Data collection and analysis
- Entity Relationship Diagrams (ERD)
- Real time digital visualisation
- AI assisted problem solving, suggestion generation
- Virtual Obeya room

Digital Plant

What is it?

Digital system linking inputs fromall areas of plant operations, from IoT devices/sensors/plcs on equipment and shopfloor, using machine learning/AI capabilities in production, maintenance, Quality - nplanning/scheduling, performance monitoring, problemsolving and generating improvemnt opportunities.

Why is it important?

Transparent real time picture of the production for monitoring and controlling the current situation, applying immediate actions towards the gaps, for predictive planning of cross-functional work, for interacting with the environment​ based on a Digital Twin.

Key Elements/Terms

- Digital factory Twin
- Scenario Modelling and Optimisation
- Gamifications of operations
- Digital Process / Value Stream Analysis
- Robotic Process Automation

Dynamic Value Stream Management

What is it?

Great enabler for the production system sequences analyser, bottleneck forecast, order progress monitor, product stream analyser, data processing, planning database, scanner for data acquisition causes Losses through unmanaged Variability: rigid control concept, components availability, loss of performance, quality issues, high batch sizes, unexpected yield losses, malfunctions, fluctuating customer demand.

Why is it important?

Digital /dynamic representation of one or more value streams in operations enabling real-time and predictive optimisation of which products/lines to run based on occuring issues, planned down time vs customer demand

Key Elements/Terms

- Dynamic analysis of Bottlenecks, Buffers Visualisation of real time issues and recommendation re product mix, scheduling
- Predictive management 'what if scenarios' based on evolving process variability