Being lean: how to shape digital transformation in the manufacturing sector. Issue 9 (1st June 2021)

• Record Type: Journal Article
• Authors: Rossini, Matteo; Cifone, Fabiana Dafne; Kassem, Bassel; Costa, Federica; Portioli-Staudacher, Alberto
• Is Part Of: Journal of manufacturing technology management. Volume 32:Issue 9(2021)
• Page Start: 239
• Page End: 259
• Publication Date: 2021-06-01
• Subjects: Digital transformation -- Lean -- Industry 4.0; Computer integrated manufacturing systems -- Periodicals; Manufacturing processes -- Automation -- Periodicals; Industrial engineering -- Periodicals; Manufacturing industries -- Management -- Periodicals; 670.5
• DOI: 10.1108/JMTM-12-2020-0467
• Languages: English
• ISSNs: 1741-038X

Abstract

Abstract : Purpose: Industry 4.0 and Lean Production are a successful match in terms of performance improvement. While we understand the combined potential, there is still poor understanding of how companies should embrace digital transformation to make it successful and sustainable, and the role that lean plays in it. In this paper, we investigate how manufacturing companies embark upon digital transformation and how being lean might affect it. Design/methodology/approach: We conducted multiple case studies with 19 manufacturing companies. We identified two clusters of companies according to their Lean maturity, and we assessed digital transformation patterns by analyzing insights coming both from cases and from the literature. Integrating cross-case analysis results, we developed a framework that shows two different digital transformation patterns according to companies' commitment to Lean. Findings: Our findings first and foremost show the significant role of lean in driving digital transformation. We identify two patterns, namely Sustaining digital transformation pattern, characterized by the pervasive role of lean culture with small and horizontal digital changes, involvement of people and willingness to maintain continuous process improvement, and Disruptive digital transformation pattern, characterized by few and large digital steps that imply a disruptive and radical change in the company system. Practical implications: Empirical evidence supports the relevance of the proposed model and its practical usefulness. It can be used to design digital transformation, prepare properly the introduction of Industry 4.0 through a lean approach, and plan the future desired state, identifying the Industry 4.0 technologies that should be implemented. Originality/value: It is widely recognized that the relationship between Industry 4.0 and lean is significant and positive, yet little evidence was presented to back that. We aim at bringing this debate forward by providing initial empirical evidence of the significant role that lean has on digital transformation, showing how lean drives the digital transformation pattern of companies.