Written by Simon Noakes, CXE Director, Columbus UK
Lean production got manufacturers this far. But now, success depends on how well you understand your customers, how quickly you act, and how effectively you deliver experiences they expect.
Having come from an operational background, I’ve seen how focusing on waste reduction and continuous improvement can lead to major gains in productivity and cost savings. But here’s the thing: while cutting waste and driving efficiency will always matter, they’re no longer enough.
It’s not just about internal improvements anymore – the concept of “waste” is evolving. Improvements now also need to focus on building stronger relationships and differentiation in the marketplace.
Where lean meets customer engagement
Lean and customer engagement might seem completely different concepts, but they actually overlap a lot. If you’re talking about customer-facing processes, for example, when you streamline them - removing delays, reducing admin, and cutting down complexity - your customer teams can spend more time doing what really matters: building stronger relationships. That’s where real value lies, and it’s what drives revenue growth.
Technology plays a big role here, providing quick access to customer data and previous interactions. But it can go much further than this. With the right digital tools, you can proactively improve the customer experience and operational efficiency – delivering better outcomes for both the business and the customer.
What’s changed? Then vs now
While the core principles of reducing waste and improving efficiency are still relevant, they’re now applied with customer value in mind. Let’s take a closer look at how lean thinking has evolved from a traditional operational focus to a more customer-centric mindset.
Customer focused lean
Then: Lean focused on eliminating elements that didn’t directly contribute to the finished product. Waste was defined as anything that slowed production or added unnecessary cost.
Now: It’s about driving value - optimising the entire value stream with customer satisfaction in mind. A step that once looked like waste may now be essential if it improves the experience or meets a specific customer need.
Waiting time as a waste
From internal delays to customer responsiveness
Then: Time spent on non-productive activities like waiting, setup, and delays was viewed as waste, contributing to inefficiency and bottlenecks.
Now: The customer’s time is just as important. Delays in delivery, slow responses to queries, and long lead times all impact satisfaction and loyalty. Speed still matters, but it must come without sacrificing product quality or customer service.
From physical waste to missed opportunities
Then: Waste was mostly seen in physical tasks and movements on the shop floor.
Now: Communication and feedback are equally valuable. Slow responses or a lack of customer insights can lead to waste in the form of missed opportunities – whether that’s improving products or refining engagement processes that customers actually value, potentially leading to more business.
Using technology to reduce waste and improve customer focus
Then: Technology was often applied in operational areas to automate repetitive tasks or optimise processes.
Now: Technology is being used to better understand and proactively respond to customer needs quickly. This helps reduce waste across the customer engagement process. For example, predictive analytics can anticipate demand, helping manufacturers avoid overproduction and ensure customers get what they want, when they want it.
Balancing operational efficiency with customer experience
Then: Operational efficiency was key—every decision was focused on reducing waste and reducing costs and time.
Now: Reducing waste is still a priority, but it’s no longer enough on its own. Efficient processes matter, but manufacturers also need to deliver responsiveness, personalisation, and exceptional service. Finding the right balance between operational efficiency and customer experience is key to long-term success - and technology plays a big role in enabling that.
Bringing lean and customer engagement together
Shifting from a purely operational mindset to a more customer-focused one doesn’t mean abandoning lean principles. Waste reduction is still highly valuable. But its purpose is evolving. It's no longer just about saving costs; it's about optimising processes to deliver real value to the customer. And this challenges the thinking of how you define both “value” and “waste”.
By focusing on customer outcomes, manufacturers can apply their efficiency expertise to meet customer needs more effectively. When internal efficiency is aligned with customer value, the result isn’t just better processes – it’s stronger relationships, greater loyalty, and new opportunities for growth.
Making this shift work at scale means choosing the right digital tools to help realise that potential, delivering benefits on two fronts: optimising both performance and the customer experience. That’s what sets today’s most successful manufacturers apart.
Simon Noakes discusses this topic further in our latest report: “Mastering manufacturing: How to harness the strategic trends for 2025”. Featuring exclusive insights from across the industry, the report takes a closer look at the strategic challenges facing manufacturers this year - and the solutions available to become a master in manufacturing.
Read the report now by clicking on the button below.
