The growing gap between lean production and digital lean tools

PurposeThis paper aims to gain empirical insights into the relationship between lean production and digitalization within Industry 4.0 from a process-theoretical perspective. Following an initial report at the European Lean Educators Conference 2021 conference, the authors searched for explanations as to why digital lean tools stagnate, whereas production improves continuously. Design/methodology/approachThis paper is based on a qualitative case study in a Norwegian processing industry company over a period of 18 months from 2020 to 2022. FindingsProcess theory offers explanations of why digitalization and lean can change over time. Despite agile development, digitalization is still characterized by centralization and programmatic planning. Lean production is decentralized, with long-term and continuous change processes. This creates challenges for coordination between digitalization and lean. Practical implicationsOrganizations should strive for coordination and collaboration between central and local decision makers and between digital and business process competence. Digital systems should have built-in flexibility for local setup, and local managers need sufficient competence to set up systems that are aligned with continuous improved production. Originality/valueThis study contributes empirical insights into real-life industry challenges to a literature that has until now been theoretical and focused on potential synergies.

Automated summary

This paper provides empirical insights into the relationship between lean production and digitalization within Industry 4.0 from a process-theoretical perspective. The findings highlight the challenges of coordination between digitalization and lean in organizations.