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Can the two culture transformations ‘Lean’ and ‘digitalisation’ benefit from each other?
This paper illustrates that Lean and digitalisation cultural transformation can sustain each other. It provides academic as well as practical experiences in the fields of engaging employees and extended enterprise. Maintaining the necessary energy to sustain the Toyota Production System (TPS) company-wide transformation is challenging and demanding. Digitalisation will support the culture change, but also runs the risk of diverting the focus of the company from customer-centricity and leadership proximity to technology driven. The Lean journey may therefore be penalised.
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Stefano Picasso studied microtechnology engineering at the École Polytechnique Fédérale de Lausanne and completed his academic studies with an MDA at IMD in Lausanne, Switzerland. As an engineer, he learned to design microprocessors and to drive robots. Stefano started working for the tobacco industry where sensors and servo drivers became the source of data and performance measurement. In the 1990s, he developed an ‘Expert Information System’ to enable manufacturing sites to learn globally between experts and operators, with the aim of streamlining quality and productivity issues. During that period, Stefano also implemented Lean tools — falling into the same trap as many western managers, who focus on tool implementation rather than on customer value and people engagement. Stefano has worked within B2C and B2B industries in public and privately owned companies and his recent experience has included implementing manufacturing and logistic execution systems, customer portals, vendor managed inventories and idea creation tools.
CitationPicasso, Stefano (2018, September 1). Can the two culture transformations ‘Lean’ and ‘digitalisation’ benefit from each other?. In the Journal of Supply Chain Management, Logistics and Procurement, Volume 1, Issue 2.