Empirische Befunde zur Konzeptdebatte um Digitalisierung und Lean Management

This article takes the conceptual debate about the relationship between the rationalisation concepts of lean management and digitalisation as an opportunity for an empirical review. The findings in digitalisation-active companies show that the Industry 4.0 discourse has triggered a wave of digitalisation that is more than a short-term fad. In practice, this concerns lean structures that usually only comprise individual lean elements and are primarily applied in certain areas in the production. In operational reality, there are diverse, sometimes contradictory interactions between lean management and digitalisation, since different lean structures meet manifold digitalisation priorities in various operational areas. First, intensive experience with lean management can have a reinforcing effect on digitalisation and (where available) is seen as a decisive prerequisite for successful digitalisation. Second, digitalisation can also trigger standardisation and restructuring according to lean concepts and third, previous lean effects can be enhanced by additional flexibility potential. In no case does digitalisation hinder or destroy lean structures.