Azizyan Anahit (2025) An exploratory study of the synergy between Service Lean Management and Digitalization: Analysis of Business Processes and Systems Support team in VELUX CEE. Menedzsment Kar (2025-)-.
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Absztrakt (kivonat)
This dissertation analyzed the interaction between Lean Management and Digitalization within the VELUX CEE Region, focusing specifically on the Business Process & Systems (BPS) Team, and the large-scale Program Alpha Digitalization Initiative. Overall, the primary objective was to identify the conditions under which Lean Principles and Digital Tools enhance one another, under which they may contradict one another, and how organizational aspects, i.e., leadership, organizational structure and mindset of employees, affect the integration of Lean Principles and Digital Tools. The motivation for the dissertation stemmed from both practical problems encountered by the author during her internship at VELUX, and the broader trend among organizations to pursue both parallel Lean and Digital Transformation initiatives. Although both Lean and Digital Transformation have the ultimate goal of increasing efficiency and eliminating waste, the interaction between the two is not always obvious. Therefore, the main objective of this dissertation was to clarify the interaction between Lean and Digitalization, and to derive practical recommendations for VELUX and comparable service- and process-oriented organization.The research employed a qualitative methodological approach.Eight semi-structured interviews were conducted with colleagues from the BPS Team, Business Development, IT and Project Management Domains. By sampling across both operational and managerial levels, the interviews captured diverse viewpoints. The data collected through interviews was supplemented using internal documentation, e.g., process maps, workshop results, system descriptions, and improvement proposals, as well as the author's practical experience acquired through day-to-day collaboration with BPS. Reflections from two comparative case studies from existing literature reviews, Bosch in Manufacturing and DHL in Shared Services, added reference points for interpreting the results and illustrate how Lean and Digitalization interact in different organizational contexts. Combining interviews, documentation and personal experience guaranteed the quality of the analysis through providing sufficient depth, context, and validity.The first research question asked to identify the conditions under which Lean and Digitalization enhance each other. The study showed that Synergy exists when processes are standardized, ownership is clearly established and collaboration between teams is strong. Under these circumstances, Digitalization acts as a natural extension of Lean by supporting transparency, rapid problem solving and sustainable improvement.Thus, this thesis demonstrated that synergies between Lean and Digitalization depend much less upon technology than upon how effectively organizations coordinate and provide stability in their processes. Additionally, it provides a new contribution to existing theory by providing conditions applicable to service oriented and multi country contexts.Although this dissertation makes contributions to the current state of knowledge regarding the interaction between Lean and Digitalization, there are some limitations to consider. The Research focused exclusively on one Regional Team within VELUX, hence, the Findings are reflective of a specific Context and do not generalize to the entire Organization. The Qualitative Methodology, although rich in details, limits the Generalizability of the Results due to the relatively small Sample Size. Time Constraints imposed restrictions on the Number of Interviews and the Depth of Analysis of Certain Projects. Digitalization and Lean Practices are continuously evolving and thus the Findings represent a "snapshot" in time.In conclusion, the Thesis illustrates that Lean and Digitalization are neither inherently Compatible nor inherently Contradictory. Their relationship is determined by discipline of the organization, clarity of purpose and structured collaboration. Where these elements converge, Digitalization supports Lean's focus on value, waste reduction and continuous improvement. Where they do not, Digitalization risks generating new forms of waste and reducing efficiency. Therefore, understanding and managing the dynamics between Lean and Digitalization are essential for organizations seeking to establish scalable, efficient and resilient processes in a growing Digital World.
Intézmény
Budapesti Gazdasági Egyetem
Kar
Tudományterület/tudományág
NEM RÉSZLETEZETT
Szak
| Mű típusa: | diplomadolgozat (NEM RÉSZLETEZETT) |
|---|---|
| Kulcsszavak: | Conflict, Digital Operations, digitalization, Lean, Synergy |
| SWORD Depositor: | User Archive |
| Felhasználói azonosító szám (ID): | User Archive |
| Rekord készítés dátuma: | 2026. Ápr. 09. 15:05 |
| Utolsó módosítás: | 2026. Ápr. 09. 15:05 |
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