A lean approach is frequently applied in the primary processes of a company, but less in after-sales service. Servitization leads to a change from pure product providers to integrated product-service systems (PSS) providers. The after-sales services may benefit from a lean approach to effectively integrate usage data of the installed product base. This paper aims to develop a lean servitization canvas to open-up possibilities for additional revenue streams for organizations in the after-sales market.
This paper develops and proposes the use of a lean servitization canvas for effective after-sales services by drawing on insights from two industrial cases where physical goods are produced and serviced. Both cases are within the train maintenance and rail infrastructure sector in Central Europe. Based primarily on a literature review, a lean servitization canvas has been developed and further validated in the case studies.
The paper shows how value can be achieved for providers of integrated PSS by adopting the lean servitization canvas.
The research focuses on industrial services for high-capital goods in the rail and infrastructure sectors. This can be seen as a limitation of the research, as the lean servitization canvas has not yet been tested in other sectors.
For companies, the use of a lean approach to servitization integrates primary processes and after-sales services and offers new opportunities to develop business.
This paper provides insights into how the current product range and customer base of a company may be included in an after-sales business model that benefits from a lean approach.
- Business model
- Lean service
- Internet of things (IoT)
- Product-service systems (PSS)
- Servitization of manufacturing
- BUSINESS MODEL INNOVATION
- 6 SIGMA