In manufacturing companies, I often encounter the same scenario: technology is ordered, installed—and only then does a series of modifications, rebuilds, software interventions, and ergonomic compromises begin. These additional changes typically cost tens of percent of the original investment and cause frustration for both suppliers and production teams.

Yet there is a clear fact confirmed by industrial studies: most of the costs and problems are “locked in” at the technology concept design stage.

Theory: why the concept phase is crucial
Siemens has long pointed out that up to 80 % of a product’s costs and carbon footprint are determined at the design stage. The decisions made by designers and process engineers at this stage influence the entire life cycle of the product – from production and maintenance to disposal.  Similarly, industry studies and the concept of the “cost influence curve” show that the ability to influence the total cost of a project decreases dramatically once the purchase and construction of the technology has begun – the greatest potential for savings is in the pre-project and design phases.
In other words, once the technology has been ordered, it is too late for most decisions. Let me give you a few examples:

Example 1: Simplifying the concept of robotic lawn mower production

For a customer focused on the production of robotic lawnmowers, we analyzed the original concept of an almost fully automated line. In the design, the product was flipped 180° eight times, which required a number of robotic stations, transfers, and checkpoints..

After redesigning the line (Line design) concept, we reduced the number of flips to just 2, which made it possible to:
• eliminate 6 production stations,
• shorten the line by approx. 10 meters,
• dramatically reduce the risk of malfunctions and debugging during startup.

Result: lower CAPEX, faster commissioning, and significantly reduced operational risk.

Example 2: Oversized technology and poor buffer concept – ultrasonic welding in the automotive industry

In one automotive project, we addressed the welding of 30 ultrasonic points on a product with a required cycle time of 15 seconds. The original concept envisaged a separate welding line with an operator and 12 ultrasonic generators and welding heads.

Interestingly, this line was supposed to operate in a single-shift mode, while the injection molding machine produced continuously 24/7. The concept assumed that:
• the injection molding machine would create a large buffer during the weekend,
• the welding line would create a buffer for the next two final assembly shifts during the morning shift.

In other words, instead of solving the flows and synchronizing the process, an expensive technical “buffer factory” was designed.

During the Lean Line Design workshop held directly at the plant, we analyzed the material flow and proposed an alternative concept:
• moving welding directly to the injection molding machine,
• utilizing the free time of the injection molding machine operator,
• parallel welding operations during the 120-second injection molding machine cycle,
• integration of one ultrasonic generator and welding head on the robot.

This concept made it possible to remove a separate welding line, eliminate the need for buffers between processes, and design equipment precisely tailored to actual production needs.

The result: significant CAPEX savings, zero additional personnel costs, and a more stable production flow without artificial process interruptions.

Lean Line Design: a structured approach to technology design
Lean Line Design is a methodology that enables local teams to design their own production equipment—even before it is ordered.
The team goes through a structured process from calculating the takt time, through balancing operations, designing the layout and material flow, to simulation using “Cardboard Engineering.”

The output is:
• a clear vision of the future line,
• detailed specifications for suppliers,
• a significant reduction in the risk of change requests after installation.

One of the greatest benefits is also the elimination of resistance to change, because the line is designed by the people who will use it.

Frequently asked questions we receive:

1. Is Lean Line Design only for new lines?
   No. It can also be used when redesigning existing lines or industrializing a new product.
2. Is it worthwhile for smaller projects?
   Yes. Smaller projects often suffer from the most over-engineering.
3. How much can be saved?
   In my experience, it is typically 20-40% CAPEX and a significant reduction in operating costs, if the concept is designed correctly.

A few experiences from my practice:

The cheapest change is the one made on paper. Every change after ordering the technology is exponentially more expensive.
Lean Line Design shifts decision-making to where it has the greatest impact—the concept phase—and enables companies to design technology that truly fits their processes, people, and customers.