1. Establish Lean Foundations before Introducing Technology
McKinsey’s Next-Generation Operational Excellence framework stresses that high-performing organisations start with standard work, visual management and a firm culture of continuous improvement before adding digital and analytical tools . When workflows are unstable, new technology tends to magnify existing problems rather than solve them.
Begin by mapping your core value streams and making each step visible—perhaps through simple process boards or digital dashboards. Hold brief daily huddles to review any deviations and follow up with error-proofing routines, such as checklists or poka-yoke devices, to ensure consistency. Only once these practices are reliably in place should you introduce automation or analytics to accelerate problem detection and resolution.
2. Cultivate Agility through Team-Level Preparedness
McKinsey also highlights that resilience depends on teams’ ability to make rapid, informed decisions under pressure . When information is partial or evolving, relying on rigid protocols can lead to paralysis.
Lean Thinking offers an alternative: train teams in rapid response routines and embed scenario drills into your regular meetings. Ask “what if” questions—such as “What happens if supplier X misses a delivery?”—and run quick Plan-Do-Check-Act cycles to refine contingency plans. This approach builds muscle memory, ensuring that when real disruptions occur, staff can act confidently and cohesively.
3. Balance Global Standards with Local Problem-Solving
Carlsberg’s resilience strategy demonstrates the power of combining global protocols with regional autonomy . While certain processes—such as quality checks or safety procedures—remain standardised across the company, local teams tailor practices to their unique environments.
To replicate this, define your core processes organisation-wide, then empower local units to experiment within those boundaries. Structure regular Kaizen events where frontline staff propose and test improvements. Use peer-review sessions to share successful adaptations across the network, reinforcing a culture of both consistency and innovation.
4. Embed Practical Steps for Resilience
- Map and stabilise: Identify critical workflows and potential failure points. Introduce visual controls—whether physical boards or digital displays—and daily problem-solving huddles.
- Empower teams: Develop flexible routines and conduct scenario drills. Equip team leaders with rapid-decision skills.
- Build adaptability: Pilot alternative pathways during Kaizen cycles. Document outcomes to refine your standard work.
- Scale learnings: Create communities of practice where teams exchange improvement stories. Standardise successful local solutions across the organisation.
- Add technology deliberately: Only after stabilising workflows should you layer on dashboards, analytics or alert systems. These tools then enhance situational awareness without generating new complexity.
Case Study: Resilience at Tech Manufacture Co.
Tech Manufacture Co. faced repeated production halts due to component shortages. Applying the Lean resilience blueprint they:
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Mapped their end-to-end production sequence, uncovering hidden dependencies.
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Stabilised routines with visual boards and checklists.
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Ran frontline scenario training to prepare for shortages.
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Piloted alternative sourcing pathways during Kaizen workshops.
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Shared successful strategies in monthly cross-site reviews.
The results were striking: downtime fell by 50 per cent, recovery times halved, and staff reported increased confidence in handling shocks.
Final Takeaway
Operational resilience demands more than agility or digital prowess—it requires the discipline of Lean. Start by stabilising your operations through standard work and visual management. Empower teams with rapid-response routines and scenario training. Strike a balance between global standards and local innovation. Introduce technology only when your processes are mature enough to benefit. And treat every disruption as a chance to learn and improve.
When Lean Thinking forms the backbone of your approach, technology becomes an amplifier, and your people become the drivers of continuous resilience—enabling organisations not just to survive disruption but to thrive through it.
