Lean Production Consulting

The focus of lean management consulting on the value stream and avoiding all kinds of waste in the value creation process are the core elements of lean production.

Almost every company has introduced production systems in line with these two maxims, streamlined processes in manufacturing and logistics, thereby achieving productivity gains.

However, taking a more in-depth look at factories reveals a very heterogeneous picture and numerous deficits:

  • Production systems are often described very theoretically and poorly in practice and are interpreted and implemented differently in different factories
  • The introduction often only has a ‘project character’ and is primarily pushed by central offices
  • Leaders qualified in lean methods are rarely found at all levels; consistently implemented shop floor management cascades are rather the exception
  • Indirect functions and support areas are mostly ‘out of scope’
  • Uniform and, above all, global standards are more related to technologies, less common at process level
  • Application fields for using digital technologies are often not defined; there is no digital roadmap


However, in contrast to these vulnerabilities there are challenging objectives that need to be met by the operational functions:

  • High reaction speed via short throughput times and stable processes
  • Flexible and, at the same time, economic fulfilment of individual customer requirements
  • Permanent contribution to EBIT increase and strengthening the competitive position
  • Ability to achieve horizontal and vertical networking and integration into global manufacturing networks

Lean Management Consulting

ROI accompanies the introduction of lean manufacturing from the initial diagnosis to the sustainable and results-effective implementation via a modular consulting approach that impacts both at the level of individual factories and in a global manufacturing system. Here, the focus is spread equally over the application of the lean principles, the targeted use of digital technologies, and a customer-specific transformation management.

1: Diagnosis, benchmarking and determination of potential (current state)

  • Standardised and modular assessments: direct and indirect functions, horizontal and vertical process/system integration
  • Use of scanning tools to evaluate lean maturity and digital status quo
  • Evaluation of management systems, lean qualification and change capabilities
  • Internal and external performance benchmarking
  • Differentiated and sound potential derivation

2: Strategy review and target image (vision and target)

  • Derivation of the objectives, requirements and conditions from the business and manufacturing strategy
  • Lean and digital initial training of upper and middle management 
  • Definition of the target image: design future value stream(s); lean, technology and digital concepts; integration of indirect areas; organisational and management systems; qualification requirements
  • Further development of manufacturing system (‘lean and digital’)
  • Roadmap for the introduction and detailed planning of the first transformation phase

3: Piloting and preparation of rollout (quick impact)

  • Structurally independent short-term measures to raise the awareness of the basis (Point-Kaizen approach) and visibility of the first change: e.g. OEE improvement, job standards, stock reduction
  • Target group-specific qualification: lean and digital methods, transformation know-how, expert training
  • Lighthouse projects for the streamlining of processes and introduction of lean concepts (process approach): e.g. cycle optimisation, flow concepts, pull control
  • Digital pilot for first-time use of smart (IoT) technologies (system approach): e.g. predictive maintenance, digital Q-control loops, smart logistics, smart tooling, real-time performance tracking
  • Policy deployment from management to shop floor, e.g. by means of shop floor management pilots (physical and digital), building up KPI systems and decentralised problem-solving expertise
  • Rollout plan (local to global)

4: Rollout and protection of sustainability (sustainable results)

  • Lessons learned from pilot projects and rolling out into further/larger scopes (value flow approach)
  • Train-the-trainer concepts with increasing responsibility for internal resources
  • Anchoring improvement concepts in the departments and daily business
  • Development of training concepts for junior managers
  • Initiation of award concepts, internal networking, best-practice sharing platforms

Realization of the lean factory

Numerous ROI projects show that, through the consistent streamlining and standardisation of processes, as well as the targeted use of digital technologies and analytics tools, significant potentials can be raised to improve operational performance. ROI does not rely on standardised approaches, but offers tailored programmes on the way to the lean and digital factory.

Our experienced consultants, the trainers from our Learning Campus as well as our ecosystem for leading technology providers support you on the way to operational excellence – and all from a single source.