NATAN LINDER, PHD, is Co-founder and CEO of the frontline operations platform Tulip, and the Co-founder and Chairman of the Board of Formlabs, a pioneer in professional desktop 3D printing. He received his doctorate from MIT Media Lab’s Fluid Interfaces Group.TROND ARNE UNDHEIM, PHD, is a futurist, podcaster, venture partner, Co-founder of Yegii, and formerly with MIT, WPP, Oracle, and the EU. He received his doctorate in the Future of Work and Artificial Intelligence from the NTNU’s Faculty of Social and Educational Sciences.

• List of Figures and Interviews xiiiList of Tables xixAcknowledgments xxiAbout The Authors xxiiiIntroduction 1Who Are the Frontline Workers? 3What Is Augmented Lean? 8How Is This Book Organized? 12Part I The Evolution of Industrial Lean 21Chapter 1 The Evolution of Frontline Industrial Work 23Industrial Frontline Workers and Technological Revolutions 26Industrial Revolutions Through History to the Future 30Conclusion 49Chapter 2 From Classic Lean via Agile to Digital Lean and Beyond 53What Is Digital Lean? 56Beyond Digital Lean: How Industrial No-Code Empowers Operators 58Beyond Point Solutions 63The Emergence of Frontline Operations 68Conclusion 72Chapter 3 The State of Play in Industrial Software 77An Outlier Reshaping the Industry 81The Advent of 3D Computer-Aided Design 85The Emergence of Manufacturing Execution Systems 88Conclusion 95Chapter 4 The Journey Past Digital Lean 99DMG MORI’s Integration with Tulip 101A Digital Boost to Medical Manufacturing: Another Journey 109Conclusion 114Part II The Coming of Augmented Lean 117Chapter 5 The Augmented Lean Framework 119Classic Lean vs. Digital Lean vs. Augmented Lean 121Core Principles of Augmented Lean 123Conclusion 141Chapter 6 How to Roll Out Industrial Technology the Right Way 145The Global Lighthouse Network: Top-Down Synthesized Best Practices 148Four Distinct Ways to Digitally Transform an Industrial Organization 163Conclusion 174Chapter 7 Democratizing Operational Technology Using the Dynamic Capabilities of the Organization 179No-Code and Low-Code 181Leveraging Organizational Capabilities 188Conclusion 197Part III Engineering, Tech, And Skills 201Chapter 8 The Emergence of the Digitally Literate Industrial Engineer 203The Evolution of the Industrial Engineering Field 205Engineering: The Hybrid of Science, Tech, and Innovation 211The Slow Evolution of Contemporary Industrial Engineering 213The Need to Ramp Up Change 215Conclusion 222Chapter 9 Training the Process Engineers of the Future 227The Process Engineer: Today and Tomorrow 230How to Avoid Training the Workforce for Yesterday’s Challenges 232Reimagining Training 240Open-Source Manufacturing 241What Workforce Training Enables an Engineering Mindset? 246Conclusion 250Chapter 10 From Automation to Augmentation 255The State of Play in Industrial Robotics 258Where Robotics Is Making an Impact on the Factory Floor 264Automation Is More Than Robotics 267What Automation Has Accomplished 269What Augmentation Is and What It Will Become 270Conclusion 274Part IV Augmented Lean Operations 279Chapter 11 The Potential Augmenting Power of Operational Data 281From Augmented Reality Experiments at MIT to Frontline Operations Platform 285The Promise of Machine Monitoring 288There’s Lots of Big Data in Manufacturing, But Can We Use It? 290Machine Learning in Manufacturing 293Case Study: The Impact of Operational Data in Data in Life Science Operations 295Conclusion 304Chapter 12 Facilitation Over Control: How the Industrial Systems of the Future Might Emerge 309Why Does Space Manufacturing Suddenly Make Sense? 311The Size and Shape of the Future Industrial Pie 316How Long Will It Take for Industry 4.0 to Mature? 320The Future of Industrial Operations 321The Workforce Questions 328Building a Movement 330Conclusion 332Chapter 13 Reconfiguring Global Supply Chains 337Boosting J&J’s Digital Supply Chain with Augmented Lean Approaches 341Digital Ordering Process in the UK’s Largest Flower Business 345Building and Trusting in Supply Chain Resilience 349The Resilience of Global Supply Chains 351The Lessons from Digitizing GE 353Remaining Challenges: Tackling Port Congestion 355The Future of Supply Chains 357Conclusion 360Chapter 14 Conclusion: Augmented Lean Management of the Emerging, Frontline Industrial Workforce 365Augmented Lean Management for the Frontline Workforce 367Building the Augmented Lean Community 372Index 375

NATAN LINDER, PHD, is Co-founder and CEO of the frontline operations platform Tulip, and the Co-founder and Chairman of the Board of Formlabs, a pioneer in professional desktop 3D printing. He received his doctorate from MIT Media Lab’s Fluid Interfaces Group.TROND ARNE UNDHEIM, PHD, is a futurist, podcaster, venture partner, Co-founder of Yegii, and formerly with MIT, WPP, Oracle, and the EU. He received his doctorate in the Future of Work and Artificial Intelligence from the NTNU’s Faculty of Social and Educational Sciences.

• List of Figures and Interviews xiiiList of Tables xixAcknowledgments xxiAbout The Authors xxiiiIntroduction 1Who Are the Frontline Workers? 3What Is Augmented Lean? 8How Is This Book Organized? 12Part I The Evolution of Industrial Lean 21Chapter 1 The Evolution of Frontline Industrial Work 23Industrial Frontline Workers and Technological Revolutions 26Industrial Revolutions Through History to the Future 30Conclusion 49Chapter 2 From Classic Lean via Agile to Digital Lean and Beyond 53What Is Digital Lean? 56Beyond Digital Lean: How Industrial No-Code Empowers Operators 58Beyond Point Solutions 63The Emergence of Frontline Operations 68Conclusion 72Chapter 3 The State of Play in Industrial Software 77An Outlier Reshaping the Industry 81The Advent of 3D Computer-Aided Design 85The Emergence of Manufacturing Execution Systems 88Conclusion 95Chapter 4 The Journey Past Digital Lean 99DMG MORI’s Integration with Tulip 101A Digital Boost to Medical Manufacturing: Another Journey 109Conclusion 114Part II The Coming of Augmented Lean 117Chapter 5 The Augmented Lean Framework 119Classic Lean vs. Digital Lean vs. Augmented Lean 121Core Principles of Augmented Lean 123Conclusion 141Chapter 6 How to Roll Out Industrial Technology the Right Way 145The Global Lighthouse Network: Top-Down Synthesized Best Practices 148Four Distinct Ways to Digitally Transform an Industrial Organization 163Conclusion 174Chapter 7 Democratizing Operational Technology Using the Dynamic Capabilities of the Organization 179No-Code and Low-Code 181Leveraging Organizational Capabilities 188Conclusion 197Part III Engineering, Tech, And Skills 201Chapter 8 The Emergence of the Digitally Literate Industrial Engineer 203The Evolution of the Industrial Engineering Field 205Engineering: The Hybrid of Science, Tech, and Innovation 211The Slow Evolution of Contemporary Industrial Engineering 213The Need to Ramp Up Change 215Conclusion 222Chapter 9 Training the Process Engineers of the Future 227The Process Engineer: Today and Tomorrow 230How to Avoid Training the Workforce for Yesterday’s Challenges 232Reimagining Training 240Open-Source Manufacturing 241What Workforce Training Enables an Engineering Mindset? 246Conclusion 250Chapter 10 From Automation to Augmentation 255The State of Play in Industrial Robotics 258Where Robotics Is Making an Impact on the Factory Floor 264Automation Is More Than Robotics 267What Automation Has Accomplished 269What Augmentation Is and What It Will Become 270Conclusion 274Part IV Augmented Lean Operations 279Chapter 11 The Potential Augmenting Power of Operational Data 281From Augmented Reality Experiments at MIT to Frontline Operations Platform 285The Promise of Machine Monitoring 288There’s Lots of Big Data in Manufacturing, But Can We Use It? 290Machine Learning in Manufacturing 293Case Study: The Impact of Operational Data in Data in Life Science Operations 295Conclusion 304Chapter 12 Facilitation Over Control: How the Industrial Systems of the Future Might Emerge 309Why Does Space Manufacturing Suddenly Make Sense? 311The Size and Shape of the Future Industrial Pie 316How Long Will It Take for Industry 4.0 to Mature? 320The Future of Industrial Operations 321The Workforce Questions 328Building a Movement 330Conclusion 332Chapter 13 Reconfiguring Global Supply Chains 337Boosting J&J’s Digital Supply Chain with Augmented Lean Approaches 341Digital Ordering Process in the UK’s Largest Flower Business 345Building and Trusting in Supply Chain Resilience 349The Resilience of Global Supply Chains 351The Lessons from Digitizing GE 353Remaining Challenges: Tackling Port Congestion 355The Future of Supply Chains 357Conclusion 360Chapter 14 Conclusion: Augmented Lean Management of the Emerging, Frontline Industrial Workforce 365Augmented Lean Management for the Frontline Workforce 367Building the Augmented Lean Community 372Index 375