{"id":59246,"date":"2025-09-26T10:44:39","date_gmt":"2025-09-26T10:44:39","guid":{"rendered":"https:\/\/becolve.com\/blog\/the-6-benefits-of-moving-from-lean-based-management-to-digital-lean-manufacturing-based-management\/"},"modified":"2025-09-26T10:44:39","modified_gmt":"2025-09-26T10:44:39","slug":"the-6-benefits-of-moving-from-lean-based-management-to-digital-lean-manufacturing-based-management","status":"publish","type":"blog","link":"https:\/\/becolve.com\/en\/blog\/the-6-benefits-of-moving-from-lean-based-management-to-digital-lean-manufacturing-based-management\/","title":{"rendered":"The 6 Benefits of Moving from Lean-Based Management to Digital Lean Manufacturing-Based Management"},"content":{"rendered":"
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Leveraging the momentum of Digitalization to empower people with information, new knowledge, and collaboration tools accelerates the benefits of management based on continuous improvement, such as Lean Manufacturing.<\/p>\n<\/blockquote>\n

The use of technological solutions offers an improved Return on Investment in the development of Lean projects.<\/strong><\/h2>\n

Companies that have adopted Lean Manufacturing-based management<\/strong> as part of their culture, with the aim of establishing continuous improvement processes, are playing in the major league, as this type of initiative allows them to take an initial qualitative leap and differentiate themselves from their competition.<\/p>\n

According to the consulting firm Arthur D. Little<\/strong>, managing the different processes generated in the development of a Lean initiative through the use of technological solutions<\/strong> adds additional improvement potential by allowing them to improve the control and analysis, in real time, of what is happening, thus significantly accelerating the ROI.<\/p>\n

Improvement Rates During the Lean Project Life Cycle<\/strong><\/h2>\n
\"Digital

Source: Arthur D. Little, digital Lean management viewpoint1<\/p><\/div>\n

What is Lean Manufacturing?<\/strong><\/h2>\n

Manufacturers constantly face the challenge of reducing costs, improving productivity, and increasing their manufacturing flexibility<\/strong> while ensuring product quality and customer satisfaction.<\/p>\n

These challenges can be addressed through automation and digitization<\/strong> of manufacturing processes, along with the application of continuous improvement and operational excellence practices such as Lean Manufacturing and Six Sigma<\/strong>.<\/p>\n

While, on the one hand, process automation aims to increase performance, enforce process repeatability, and maintain quality, on the other hand, the pillars of Lean Management<\/strong> focus on process simplification and employee responsibility and knowledge.<\/p>\n

\"Digital<\/p>\n

In this sense, the main objective of Lean Management is the systematic elimination of activities without added value, focusing on reducing the costs, time, and resources of seven (or eight) processes (MUDAs), to meet demand and maximize value for the customer. <\/p>\n

\"Lean<\/p>\n

 <\/p>\n

In many manufacturing plants, paper or Excel sheets still seem to play an important role<\/strong> in work management and production control. This means, for example, that each production batch that has to be manufactured is accompanied by a series of \u201cpapers.\u201d Each department has its own, with the specific information that they must fill in (work schedules, instructions to follow, annotations and checks, etc.) until documentation (\u201ca set of papers\u201d) is generated, which is specific to each of the batches that are manufactured. <\/p>\n

This situation may be more or less bearable depending on several parameters:<\/strong><\/p>\n