How do Lean Management and digitalization work together?
Simon Charrier wears both hats at the pump manufacturer KSB. In an interview, he explains why lean processes are the indispensable foundation for digital transformation.
“A pragmatic approach is crucial for success”
For Simon Charrier, Director of Global Industrial Engineering at KSB, lean processes without waste are essential.
Staufen has been accompanying KSB on its lean journey at many European and international locations for years.
In our interview, Simon Charrier explains the importance of a digital roadmap and how companies should approach change.
Simon Charrier Director Global Industrial
Interview
How do Lean Management and digitalization work together? How does one determine or promote the other?
Basically, everything is based on Lean Management. The goal of the digital factory is to create lean processes and eliminate waste – ideally before digitalization. Lean Management is therefore the foundation. All members of our team who deal with digitalization have undergone training in Lean Management. It makes sense to combine both, especially for the sustainable digitalization of production.
What concrete steps are necessary to review processes before digitalization?
We usually carry out a so-called plant assessment, which includes both lean and digitalization. It is important for every company to check if the know-how is available. If not, external support should be involved.
Then you select an area with all the pain points that stand out in the plant assessment. The first steps are a process mapping (usually using a swim lane diagram) or a value stream design of the production processes. Both identify inefficiencies, redundancies, or gaps in the process flow. Measures are then derived from this, and a lean and digitalization roadmap is defined.
Digitalization must not be a show event just to make your own company appear more progressive, but must follow a clear strategy. The basis for successful digitalization are stable and lean processes. They ensure that instead of digital waste, real added value is generated.
HELENA REICHMANN Partner, STAUFEN.AG
What does such a lean & digitalization roadmap look like?
The roadmap must be adapted individually and designed to be flexible. The difference between pure lean and digitalization measures must be taken into account: While pure lean measures can often be implemented decentrally and independently on site, while digitalization projects generally require larger central budgets and the involvement of central departments such as IT or us at Global Operations, as changes in the tools / use cases often have or can have an impact on all users worldwide.
We have planned individual roadmaps worldwide with over 80 roll-outs for the next few years. A pragmatic approach to digitalization in production with lean measures as a basis is crucial to success. A current example is the investment in a new plant that is to serve as a model for matrix production. Lean plays a key role here. It eliminates waste and media disruption, supplemented by automated transport systems as part of Industry 4.0.
How do you ensure that employees implement the roadmap and bring it to life?
Employees must be involved in projects at an early stage so that they can help define the processes and thus live them. They must be supported and prevented from falling back into old behavior patterns. This sometimes requires additional training. A stabilization phase is also important. We have many plants with very different levels of maturity. In some cases, it almost runs automatically because they are used to change. An already established lean philosophy and mentality is helpful, which offers a resilient structure through Shop Floor Management.
You already have a high maturity level when it comes to digitalization. What recommendations do you have for companies that are still at the beginning of their journey?
1. Building competence: If there is no internal know-how, external support is a good idea at the beginning. This enables rapid progress. However, it is important to build up know-how internally as well.
2. Avoid isolated solutions: Another point is the international nature of the company. At the beginning, we were focused on Germany. Although KSB has many large plants in Germany, we should have involved our international colleagues earlier. Costs play a major role in digitalization and software implementation. It therefore makes sense to get the international locations on board early on and to decide on licenses together in order to reduce costs.
3. Set up a good change management: Another key to success is to bring all motivated employees together into a team to achieve initial success quickly. This applies in particular to change management. Digitalization can trigger fears, especially when it comes to issues such as transparency. Employees may be afraid of being controlled. It is important to reduce these fears.
About KSB
The company is one of the leading suppliers of pumps and valves as well as a provider of related services. The name KSB is made up of the surnames of the founders: Johannes Klein, Friedrich Schanzlin, and Jakob August Becker. The listed manufacturer is present worldwide and employs more than 16,000 people.
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