See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/367272060

Lean Trends 2022

Presentation · January 2023

DOI: 10.13140/RG.2.2.22203.49446

CITATIONS

1 author:

Myrna Flores
Imperial College London
59 PUBLICATIONS 541 CITATIONS

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Hackathons and crowdsourcing exercises View project

LeanPPD View project

All content following this page was uploaded by Myrna Flores on 19 January 2023.

The user has requested enhancement of the downloaded file.

Lean Trends 2022

Dr. Myrna Flores

Lean Analytics Association
1. Welcome!

2. Lean Evolution

3. The Lean Diamonds

Awards

4. Lean Trends
Agenda
 THE LEAN ANALYTICS ASSOCIATION

LEARN INNOVATE SHARE

3 PwC - Cranfield University - Lean Analytics Association

 LEAN EVOLUTION

1850s 1987 1990 1996 2000s 2015s

ONWARDS

IMPROVEMENTS THE TERM LEAN IS THE MACHINE THAT FIRST CONCISE LEAN SPREADS DIGITAL
STARTED IN FIRST USED TO CHANGED THE DESCRIPTION OF ACROSS DIFFERET TECHNOLOGIES AS
MANUFACTURING DESCRIBE TOYOTA’S WORLD LEAN THINKING FUNCTIONS & ENABLERS TO
by Frederick Taylor METHODS by Womack, Jones & Roos by Womack & Jones INDUSTRIES ACCELERATE THE
by John Krafcik (Product Development, Lean TRANSFORMATION:
Finance, Lean Management, LEAN DIGITAL
etc.)

Copyright 2012-2022 © Lean Analytics Association

We aim to discover, acknowledge and diffuse
the most transformative journeys!
Lean. Innovation. Digital.
 Create value to customers, employees and society

The Develop leaders to engage employees for continuous improvement

Empower trained employees for collaborative problem-solving

Eliminate waste and inefficiencies applying lean tools and methodologies

Establish PDCA (Plan – Do – Check – Act) cycles. Fail fast and learn from mistakes

No matter who is the final customer, ensure the development of user-centric solutions

Collaborate with innovative ecosystems to share best practices, learn and co-develop new business models

1. LEAN 2. LEAN INNOVATION 3. LEAN DIGITAL

Increase process efficiencies and Accelerate the development of new Apply Industry 4.0 technologies to automate
standardisation. Engage and processes, products, services and processes, make smarter data driven
empower employees to continuously experiences. Deliver user-centric solutions decisions and design new digitalised
improve the status-quo. based on iterative learning cycles. experiences, products and services.

Operational Excellence Novel human-centric solutions New Digital Business Models

Focus on the present Focus on the future Focus on the present and future

Value creation, growth and competitiveness PwC - Cranfield University - Lean Analytics Association
Copyright 2012-2022 © Lean Analytics Association
HOW IT WORKS?
THE LEAN DIAMONDS AWARDS

OPEN CALL TO ASSESSMENT EVALUATION & CASES WINNERS

COMPANIES SELECTION DOCUMENTATION ANNOUNCEMENT
& JURY AT AWARDS
EVALUATION CEREMONY
Categories
Accelerate the
development of new
Increase process processes, products,
efficiencies and services and experiences.
standardisation. Deliver user-centric
Engage and empower solutions based on
employees to Lean iterative learning cycles.
Lean
continuously improve Innovation
the status-quo.

Lean Apply Industry 4.0

Digital technologies to automate
processes, make smarter
data-driven decisions and
design new digitalised
experiences, products and
services.
Judging Criteria
 109 responses
Global
Survey 26 countries
5 continents
 Key
organisational
drivers
1. Increase customer
satisfaction
2. Reduce costs
3. Develop new products,
services, business models
4. Lean from mistakes
5. Develop talent
 Lean
Maturity
50% have not
implemented lean thinking
or are just starting
63% look forward to
implement lean and
develop a continuous
improvement culture
Formalised and
Innovation
Process
58% have not formalised
an innovation process
60% are planning to
define an innovation
management process with
clear rules, targets and
KPIs, which is also
continuously improved
 Organisations
learning from
mistakes
34% perceive failure and
mistakes as negative or are
not allowed
70% look forward to
learning from mistakes as
part of the learning cycle in
improvement and
innovation projects
 Developing a
problem
solving culture
10% are not interested to
identify recurring
problems & engage
employees to solve them
66% look forward to
engaging leaders and
employees for collaborative
problem solving
 Talent
Development
28% are not regularly
assessing talent
Growing interest to
formalise the training
programs
56% look forward to
engaging employees in
training to solve problems
 Adoption of
Digital
Technologies
Cyber Security has the
highest adoption rate: 30%
have fully implemented it.
Blockchain has the
lowest adoption rate
 31 Jury Members
Agis David Kevin Martín Paul
Liberakis Romero Neirynck Herrera Ewers

Alina Dirk Karina Peter Konstantinos

Stura Fischer Flores Palmer Salonitis

Dalia Amaia Enrique Mónica Rosalba Susana

Chávez Sopelana Espino Aceves Cobos Jurado

Azael Jon Lourdes Monica Sannah

Capetillo Veldman Sosa Rossi Vinding

José
Matteo Norbert Shawn Tom
Alberto
Frigerio Majerus West Leigh
Torres

David Keratiloe Marie

Paul Stephen
Muñoz Mogotsi Philippe
Cooper Young
Vanheems
The Winners

1. Barry 2. IMC 3. Interface

Callebaut
 There are still vast opportunities to inspire
organisations around the world to adopt lean
practices and get ready to surf successfully into the
lean, lean innovation and lean digital waves to be
competitive.
We hope that the shared trends and the cases from
the 10 Lean Diamonds Awards finalists provide
insights and best practices to motivate
organisations to start or further improve their
journeys!”
Dr. Myrna Flores
Lean Analytics Association
Co-founder and President
24
 TEAM

Dr. Myrna Jochen Julie Dr. Ahmed

Flores Vincke Duchi Al-Ashaab

Rodrigo Sarah Dr. Elena

Ruíz Bayach Ordóñez

26
 Get your copy!

www.leandiamondsawards.com/shop/
 Thank you!

myrna.flores@lean-analytics.org

28

View publication stats