Successful organizations integrate Lean principles, strategic vision, and digital tools to drive sustainable cost reduction. Achieving operational excellence requires greater efficiency, waste elimination, and continuous improvement. Lean management, with proven methodologies such as performance management, standardized work, and continuous improvement, provides a solid foundation for transformation.
Lean 4.0 enhances this approach by merging traditional Lean methods with digital solutions like PERFORMANCE STORYBOARD, enabling real-time performance tracking, data-driven decision-making, and ongoing improvements for superior cost control and efficiency.
For over a decade, Bojan Šinkovec and the team at DEMETRA Lean Way have been developing and implementing software solutions to enhance operational efficiency. Their pioneering work is delivering tangible results—more and more companies are recognizing the advantages of PERFORMANCE STORYBOARD, which enables an 80% reduction in task execution time, improved KPI management, and faster problem-solving.
At this year’s LEAN AKADEMIJA, Bojan Šinkovec will share his expertise and vision for the evolution of Lean in the digital era. Let’s dive into his insights!
What key challenges related to the topic of your presentation have you successfully addressed, and how have they impacted business results?
One of the main challenges is bridging traditional Lean methodologies with digital transformation. Many companies struggle to effectively measure and analyze real-time data across various work processes, leading to inefficiencies and missed opportunities. By implementing PERFORMANCE STORYBOARD, we have helped companies automate data collection, improve KPI visibility, and optimize problem-solving, resulting in: 80% faster task execution by eliminating manual reporting, better KPI management for faster and more informed decision-making, more effective problem-solving with structured analysis, reducing downtime and increasing productivity.
By integrating Lean 4.0 with digital tools, companies achieve a competitive edge, optimized resource utilization, and sustainable cost reduction. However, this transformation comes with its challenges, and I will be addressing these as well at LEAN ACADEMY.
How did you gain support from leadership and employees for implementing organizational methodologies, and what obstacles did you have to overcome?
Every change is a challenging process that requires goal alignment and an understanding of the current situation to ensure the most effective approach. It is crucial to encourage people to recognize that adopting new technologies benefits both their personal and overall progress.
Key factors for successful implementation include education, effective communication, active employee involvement, and recognition of their contributions. Only through these efforts can people fully embrace and support change.
What innovative approaches or tools do you use to improve process efficiency, and what results have you achieved with them?
We rely on globally recognized methods and tools for efficiency improvement, such as 5S, TPM, Kaizen, Gemba Walk, and structured problem-solving. At the same time, we strongly advocate digitalization, where appropriate, and recommend tools like PERFORMANCE STORYBOARD, which provide better process control and data-driven decision-making.
However, we understand that each company has its own perspective on digitalization, so we do not impose solutions but rather adapt our approach to align with their needs and strategic direction.
How does your improvement philosophy influence long-term strategy, especially in the context of digitalization and Industry 4.0?
Our improvement philosophy is based on Lean principles, continuous improvement, and data-driven decision-making, shaping a long-term strategy aligned with digitalization and Industry 4.0.
We focus on efficiency, adaptability, and sustainability. By integrating Lean 4.0 methodologies with digital tools like PERFORMANCE STORYBOARD, companies gain greater visibility, reduced losses, and optimized resources.
In Industry 4.0, digitalization is not just a technology upgrade but a strategic advantage. Success also depends on the human factor—employee engagement, upskilling, and a culture of improvement ensure real transformation.
This approach helps companies streamline processes, reduce costs, and secure long-term competitiveness.
What advice would you give to companies just starting their transformation journey? What are the key steps to take and pitfalls to avoid?
Don’t work based on guesswork—think critically, identify root causes in a structured way, and improve the processes that drive your results.
What business mistakes have you made in the past that provided you with the most valuable lessons, and how have you applied them to your development?
Oh, I’ve made many mistakes in my life—they’ve been my best lessons, but the tuition has been expensive. I’m not referring to a single mistake, but rather a chronic one that often occurs in optimization projects.
Decision-makers are highly result-oriented: what savings will be achieved, what will the ROI be, and how quickly will the results be visible? Naturally, they want as much as possible, as fast as possible. As solution providers, we are then caught in a race with competitors, often forced to promise more than we can truly guarantee, which frequently leads to disappointment.
Quick progress is possible, especially when the right opportunities arise. However, in such cases, maintaining results in the long run is often difficult, as shortcuts are usually taken to achieve rapid outcomes. But when it comes to changing existing mindsets, ways of working, and acquiring new competencies, it is a demanding process that requires significant energy and effort.
The pressure to deliver results pushes not only us, the practitioners, but all stakeholders into a chaotic rush to achieve goals. However, true efficiency is only achieved when we do the right things the right way. My systematic mistake is that I often succumb to the pressure for quick results instead of focusing on how we achieve them and how we can sustain them over time.
How do you prefer to spend your weekends when you want to disconnect from work and recharge your batteries?
I prefer to spend my free time at home with my family. My wife, who is also my colleague at work, and I have three children and a house full of pets—including a Labrador, a pair of Ara parrots, and several cats—who keep us constantly busy.
I enjoy working in our home garden, growing our own vegetables. I wish I had more time for relaxation and recreation, especially for skiing in winter, cycling in summer, and spending time by the sea.
What message would you like to convey to the potential attendees of your presentation, and what will be the greatest added value for them?
It’s never so good that it can’t be better. Even if you excel in one area, someone else may excel in another.
The situation as it is will not change; it is necessary to mobilize all forces toward improving efficiency, which means less waste, lower costs, and better competitiveness.
We will share valuable experiences on finding new ways to improve efficiency through digitalized Lean processes.
Join us to explore your strengths and identify areas for improvement in Lean 4.0. Every new idea you gain—even if it takes years to implement—can be incredibly valuable.
🌟 Join us at LEAN ACADEMY 2025 and gain firsthand insights from top Lean experts, including 🚀 Bojan Šinkovec🚀
