Case study | Mapping Model production for digitalization at the LEGO Group

Model Production builds large structures made from LEGO, but its process is suboptimal and not digitalized.
Therefore, production is poorly coordinated and the process is expensive, chaotic and unable to scale up.
Employees are unhappy, they feel that their job is just one stream of chaos, and there is no change on horizon.
Majority data is kept in Excel, so are the procedures and planning; various people use different Excel files for the same purpose, the data is inconsistent and cannot be trusted.
Development team responsible for digitalization has only 3 engineers and there is no tech lead. This role was already occupied by multiple designers in the past, without any success.

In my role of Senior Service Designer I mapped the entirety of the Model Production process. I spoke with ~100 people, who were in part, or fully responsible for specific steps in Model production.
I quickly found that there are actually no real processes in place, and that there is a mismatch in data and procedures taken by individuals, which changed my process. I had to map the data and procedures in bigger detail - and simultaneously create 2 maps, a map of the current situation and a map of unified workflow.
I mapped how the new models are made “as if it was for the first time“, but with same constraints and hiccups, and provided anecdotal evidence of such hiccups. This anecdotal evidence triggered an alarm in higher management, which (in combination with materials I have created) was biggest part of my delivery.

I created a map of the current situation and proposed a map of optimal production:

Divide the production into 3 divisions, where the 1st one on pipeline will be a “digital agency“, with a proper roles of an Account manager, Project manager (responsible for the whole process) and Creative designers. The 2nd division will be responsible for main production, and the 3rd for logistics, transportation and material acquisition.
Tackle the lack of processes. In my proposal, valid processes need to take place, under the supervision of a manager experienced in process creation and implementation.
I both raised an alarm and delivered a proposal describing how structural changes could enable digitalization.

I provided the LEGO Group with insights and materials that improved the understanding of current situation and change that needs to take place.
Based on that, a proposal for prototyping all of Model Production from scratch was made. This proposal highlighted the need of creating universal and versatile processes, and the need for the creation of an agency responsible for contact with customers to draw up a proper proposal before the production process takes place.
I designed and my team developed first part of the platform needed for full digitalization and introduced it internally with big success.
Ultimately I concluded that without structural change and implementation of real processes, a proper digitalization of Model Production is not feasible.

Senior Service Designer, responsible for mapping the Model Production.

Czech Republic and Denmark,
7 months in 2023

The LEGO Group

Digitalization at
the LEGO Group