Digital Transformation Solutions

Driving a Strategic Imperative for Industry 4.0 Solutions 
OECP Strategy

Why we need “Lean Thinking” in our Digital Transformation Strategy

Companies are more and more interested in so-called “digital transformations”, be it for the opportunity to optimize and innovate business models or because they fear they will fall behind their competitors or the most disruptive players in the market.

Value Hospital

Our experienced professionals at Makoto Flow Ltd., we purposefully apply the “Lean Thinking” philosophy from Toyota as the main guiding tool for a Digital Transformation process.  With its well established and decades of proven strategies that of enabling continuous learning and improvement by focusing first on ‘processes’ and ‘culture’ rather than on implementing (new) “technologies”, our framework will empower organizations to be successful in their transformation journeys.

Instilling a lean mindset during this journey, along with the myriad of different practices, approaches and tools, our “way of working” will enable business leaders to discover or even re-discover in which activities of their end-to-end business processes the application of Industry 4.0 technologies can benefit the organization.  Some of these solutions will help to reduce or eliminate waste, others will focus on expected efficiency gains in the “future state” processes and some will be re-engineered using digitalized solutions to maximize business processes in order to add more value to the end-user, that ultimately improves the customer experience. 

We have strategically (re-)engineered our approach with a clear “process-culture technology” alignment to guarantee your Return on Investment (ROI) in the adoption of Industry 4.0 technologies.

Value Hospital

Our Systematic Approach to ensure a Successful Digital Transformation Implementation

Our proven framework called ISOMA Suite and it supports five (5) management pillars incorporating a variety of “lean principles & practices” to standardize, visualize and modify as the transformation takes hold.  The five (5) pillars are:  Digital Strategic Management, Processes Design Management, Digital Technology Management, Change (People) Management, and Digital Risk Management.  All can be visualized in the following slide:

Value Hospital
  • Digital Strategy:  The facilitation & creation of a business strategy that leverages digital technologies to create or enable new ‘digital capabilities’ to better serve the needs of the business.  Here we adopt several lean practices such as “Hoshin Kanri” to deploy, cascade and align, 14 Management Principles, Communication Cells & Visual Scorecards (dashboards), all of which helps to leverage the organizations capabilities.

  • Process Design:  Business process engineering or re-engineering is a crucial activity when it comes to the creation of sustaining a change or design with a new innovative process.  Here we adopt these practices:  Design Thinking, Value Chain & Value Stream Design Maps, Empathy & Customer Journey Maps, Lean Startup Canvases and Smart KPI’s.

  • Digital Technology Management:  As a critical aspect to any digital transformation, the process of embracing new digital technologies to gain a potential competitive advantage, truly needs to be properly managed.  To support us in that endeavor we adopt these practices:  Just in Time (JIT) Principles, Lean Startup Canvas, Minimum Value Propositions (MVP), Project Management and Build-Measure-Learn Cycles.

  • Change (People) Management:  A positive digital culture means – people – believing that they can do their work better with the use of new digital technologies and that they are willing to change how they do things now.  For us, an integral part of a digital transformation is the creation, development and cultivation of a “Digital Culture”.  To support us in this arena, we adopt these practices:  Lean Thinking Mindset, Gemba Walks (Genchi Genbutsu), Obeya Room, Communication Cells, PDCA Cycle and strong Visual Controls.

  • Risk Strategy:  A Digital Risk Strategy implies establishing a ‘framework’ to address the risks associated with the implementation of digital strategies and their related digital technologies.  Once again, we adopt the following practices to minimize risks:  Value Chain & Value Stream Design Maps, Scientific Problem Solving, Digital Risk Frameworks, Communication Cells, Five Whys & Ishikawa Diagrams and A3 Management Practices.

How ISOMA Suite Works & The Visibility It Creates

Depending on which focused approach is best for your business to drive your Lean Optimization Management System through our ISOMA Suite engagement strategy, we first and foremost develop a clear understanding of your “value chain”.

Value Hospital

Through deliberate actions and well-defined activities, we use the ISOMA Suite to clearly emulate your “critical path” of value creation and decide what, where and why improvements in efficiencies, productivity and standardization can benefit the organization and which one’s can be replicated across the business.  Furthermore, our principle execution practices, and engagement activities ensures involvement at all levels, thereby generating commitment to your digital & optimization initiatives. 

For us, it’s all about the Visibility of Value Creation & Laser Focused Execution!!!

Value Hospital


As technology change increases, industries will continue to be forced to change. Corporations that regard and pursue digital transformation in a multi-dimensional strategic way will find greater success than those that don’t.