You're lagging behind in Lean Manufacturing. How will you adapt to new technology?

Many companies make the mistake of trying to adopt the newest technologies before they truly understand and streamline their current processes throughout the Total Product Life Cycle (TPLC). New technologies are TOOLS and should be applied after companies have adopted and deployed a strong Lean Manufacturing program and culture to optimize their processes. Only after applying Lean Manufacturing, a company can look at what Advanced Technologies are available that will take you to the next level. Unfortunately, companies feel pressured to spend millions of dollars on a new technology only to create more problems in their processes because they haven't applied Lean Principles & techniques first to remove the waste and elements of variation.

This question doesn't even make sense. How can I be lagging behind in Lean. Behind what? What does that even mean? Is there some master schedule for Lean we are supposed to be following? Your speed of any type of change i.e. Lean, SAP, TOC is determined by how fast your organization accepts the change. Tyhe second half of the question is an even bigger mystery. I can't absorb new technology without Lean? Thayt simply isn't true. People like. Thomas Edison introduced a lot of technology that predates Lean.

It is essential to guide not only the integration of technological aspects such as AI, IoT, and Blockchain but also the growth of the team and, therefore, of the "people," enriching their skills and capabilities. This holistic approach allows for the optimal use of new technologies, creating a work environment where human capital and technological innovation support each other to achieve the best results.

First and foremost important is to have Change in Resilience Training be it processes or new technologies implementation such as Lean Manufacturing

Do the VSM and Input Vs Output methodology to evaluate the current needs this will help you to magnify even the in herent issues in Processes.

The problem statement is that you are lagging behind lean manufacturing You have already done due diligence on the customer needs and your internal processes are not ready to cater customers . Before even making attempts to use technology completely explore all possible ways of improving processes with Lean principles and tools in TAKT -FLOW-PULL sequence If the takt time is not able to achieve then identify the constraints and remove the constraints in that specific process steps and so on Use technology only as needed , for eg., if you apply automation in sub process level and the flow is stuck in the upstream process then the sub optimal output will become your overall system output and the technology is not helping here…

Before jumping into new technologies, it’s essential to assess your organization's specific needs. Not all technology will be relevant or beneficial for every aspect of the business. Perform a thorough analysis of the existing processes and pain points to determine where technology can provide the most value. Understanding the gaps and opportunities will guide your decisions toward solutions that truly support Lean principles, ensuring that technology enhances productivity rather than adding unnecessary complexity.

If you're lagging behind in Lean Manufacturing, the first step is to assess your needs before diving into new technology. Identify the areas where you're struggling the most and evaluate how technology can specifically address those pain points. Once you know what’s needed, focus on solutions that align with your Lean goals. By assessing needs and embracing change, you can implement the right tools to streamline processes, eliminate waste, and stay competitive.

Generell sollten Unternehmen aktuelle Wertstromanalysen und -designs zur Hand haben. Daraus ergeben sich automatisch Herausforderungen im bestehenden Prozess. Im besten Fall gibt es eine Vision (ein Nordstern Design). K?nnte die zu bewertende Technologie eine L?sung für die Herausforderung sein? Wenn ja, bewerten Sie im Detail!

Do the ocean comparative analysis which will help us in finalizing better and appropriate tools or techniques to improve the process.

When you are lagging behind Lean manufacturing use technology wisely and consider some of the high priority needs such as 1. The technology/ solutions that add optimum customer value 2. Ease of use to implement faster turn around 3. Training friendly- Learn faster and apply faster 4. Sustainability- the technology solutions adopted produces results that are sustainable over longer periods 5. Scalability- Enables to apply larger area of scope and volume justifies the investment While applying technology take advantage of your lean six-sigma cultural mindset to look for visual control and data driven decision making such as online live SPC, digital kanban system etc to enable flexible and sustainable improvements

Once you’ve identified the areas where technology can add value, the next step is to choose the right tools. With so many digital solutions available—ranging from automation and IoT to AI and machine learning—selecting the ones that align with your operational goals is critical. Evaluate the long-term benefits, scalability, and ease of integration of each technology. Make sure that the choices you make are not only suited to your current needs but are also flexible enough to support future growth and changes in the market.

If you're lagging behind in Lean Manufacturing, it's crucial to choose wisely when adopting new technology. Don’t just go for the latest tools—select solutions that fit your specific needs and align with your Lean goals. Assess which areas need the most improvement, and focus on tech that enhances efficiency without adding unnecessary complexity. Choosing wisely ensures that the technology becomes an asset, not a distraction, in your drive for continuous improvement.

Lean Prinzipien und Methodiken leben von Einfachheit. H?ufig erleben wir, dass neue Technologien nur scheinbar gute L?sungen oder Erg?nzungen sind. überprüfen Sie genau, ob diese Technologie WIRKLICH zu Ihrem Wertstromdesign passt und einen (Kunden-) Mehrwert erzeugt!

I believe that training should be customized for different parts of the organization and should include application of lean principles and focus more on 'why' to use lean principles. I have also found that if participants can identify issues prior to training that they can apply lean principles to, will be more beneficial than mass training.

Impart Training Process via TNI followed by Skill Matrix , Training Records , Competency Evaluation . It could be either theoretical or practical training .

By carefully integrating these technologies with a lean framework, you can modernize manufacturing processes while preserving lean principles. This balance helps you adapt effectively, streamlining production and driving sustained efficiency and competitiveness. Some strategies can be Conduct a Technology Gap Analysis, Focus on the Core Lean Principles First, Prioritize Automation and Data Analytics Tools, Adopt Real-Time Monitoring and IoT for Better Visibility, Use Lean-Focused Software Solutions, Implement Predictive and Preventative Maintenance,Integrate Continuous Improvement with AI and Machine Learning and Engage and Train Your Team in New Technology.

Lean initiatives in the past viewed as an alternative to Six sigma / or data driven approach to continuous improvement, it tends to ignore the data analytics power and only focused on lean tools such as VSM If the same VSM is empowered with automated/ digitally enabled data collection of metrics such as lead time, processing time, waiting time, quality rejects, PPM, delivery time , delivery misses etc , we can get more understanding from the variations of these metrics which will enhance the quality of solutions in the elimination of process wastes. Training people to adopt the right technology to ignite the data engine is critical to catch up and enable flow in Lean manufacturing which will identify continuous improvement opportunities

If you're lagging behind in Lean Manufacturing, adopting new technology is only half the battle—you need to train thoroughly to make it work. Ensure that your team fully understands how to use the new tools effectively and how they fit into the overall Lean strategy. Proper training empowers your people to embrace the change and use technology to its fullest potential, reducing errors and driving sustained improvements. Thorough training is key to unlocking the full value of your investment.

We need to monitor the progress of how the process or business is behaving with the application of new technology Our objective is to focus on monitoring the performance of business or process and not on the performance of technology What if the technology performs as intended but not used or applied in the right context…? So the monitoring activities are to be prioritised to focus on continuous improvement of businesses and processes to make necessary changes in the adoption or enhancement of technology to achieve sustainable results Use proven monitoring methodologies such as control plan , Standard work , Leadership Standard work and explore how we can use technological solutions to perfect/ enhance these methods.

After implementation, it’s important to continually monitor the progress of how these technologies are impacting operations. Use Lean metrics and KPIs to evaluate whether the new tools are delivering the expected results. Regular reviews will help you identify areas where adjustments are needed or where additional training might be required. The goal is to maintain alignment between the technology and Lean goals, ensuring that the adoption of new tools leads to measurable improvements in efficiency and quality.

Innovation play a big part in accelerating the lean implementation. When we generate new ideas with engagement of organisational resources we are creating more options to implement new methods and new devices. Now the teams are going through next level of transformation in taking the processes to the next level . When the innovative solutions fulfils our lean goals then it doesn’t stop there . The new innovations may lead to creating new opportunities to explore and further develops urge to adopt new technologies, philosophies, thought processes… Again if we know how to handle the above derivatives of innovation with some structure…now we are ready to repeat the success story in our newly created or expanded value chains.

Adapting Lean Manufacturing to new technologies is essential for staying competitive, and it’s an ongoing process, not a one-time effort. It’s important to stay updated on new tools and explore how they can enhance what we already do. Involving the team and seeking their feedback helps identify opportunities for further improvements. By fostering a culture of innovation and keeping the exploration phase open, we ensure our operations remain flexible and capable of adapting to technological changes in the industry.

Drehen Sie die Sichtweise um! Nicht der Prozess passt sich der neuen Technologie an, sondern die neue Technologie muss zum Prozess passen bzw. an diesen adaptiert werden. Der Wertstrom führt.