The topic of lean production has been the subject of Industry 4.0 in the technical discussion for some time. A wide range of topics is discussed: From “Lean will be replaced by Industry 4.0” to “The goal is a deserted factory” to “you have to be lean first to be able to do i 4.0,” all positions are represented. We would like to add our position to this in this article.
In short, lean production strives to standardize and simplify — waste must be reduced or even eliminated. Simple methods and tools are available to people for this purpose. You want employees to create an environment for themselves in which they work productively and with as few opportunities for error as possible.
In addition to other goals, Industry 4.0 is also working on increasing productivity. However, the funds are chosen differently. This is about the use of (information) technology to increase productivity and reduce errors. Industry 4.0 is therefore not supported by shop floor employees, but by specialists from other departments.
When these two short paragraphs outline our basic understanding, you can draw a few conclusions that pragmatically combine both approaches in order to put together the best of both worlds for your own processes:
- Reducing waste in processes as much as possible is and remains a fundamental task of an organization. Involving employees and training them in the methods is a sensible investment in the competitiveness of every company. The KVP workshop together with the employees remains the means of choice.
- Using opportunities to improve productivity through the use of technology is also very useful. Through networking, the use of apps or the collection and evaluation of data, there are new starting points for increasing productivity that simply did not exist before and when looking exclusively at lean thinking. It is important to make use of these options.
- As far as the order is concerned, “eliminate waste instead of automating it.” In other words, first process optimization in the direction of a low-waste process, then mapping into or linking to information technology.
- The topic of “data” will be significantly more important in the context of improvement processes than has been the case so far. Lean Management has relied on pen and paper. Industry 4.0 generates large amounts of digital data that must be processed and interpreted. Management and employees will have to qualify for this.
- In the discussion about Industry 4.0, the executive employee can be forgotten relatively quickly. Even with the possibilities offered by new technologies, however, it is important to think of the process from an employee's perspective, to support them with what they need — and to develop this together with them.
- Both lean management and Industry 4.0 are a learning process for an organization. That's why the following applies to both: Just get started. Budgets for tests, pilot projects, and lighthouses are money well spent. What works is continued, what does not work even after several iterations, is set again.
If you stick to these six points, you have already won a lot in the race to increase productivity and the productivity culture that every manager in their area of responsibility would love to have. It is important to understand that Lean and Industry 4.0 are not an either/or, but that both parts can and should make their contribution to productivity. The fact that what was not together in the past, namely lean and information technology, is now coming together is a challenge, particularly for the managers involved and the prevailing cultures in the areas. We hope you enjoy overcoming these hurdles in your own head.