MDSC Systems (hereafter MDSC) is a manufacturing company within Maru Group, encompassing the Maru Defense and Rolling Unit brands. The company supplies products across Europe and has also expanded into the US market.

As MDSC prepared to move into a new production facility of approximately 8,000 m², the company recognized that a new building alone would not resolve existing questions around work organization. The company wanted to begin operations in the new facility with clearer processes, more precisely defined responsibilities and a more systematic approach to workplace organization.

Working with Lean Digital, MDSC developed a clear system for implementing 6S. This involved modelling the implementation process, assigning production-area owners, establishing an audit and task management system, and testing new ways of working before moving into the new facility.

Uretek Baltic is an international geotechnical engineering company that repairs cracked walls, sunken floors, and unstable concrete structures using geopolymer injection, with a small multinational team operating across Estonia, Latvia, and Lithuania. Behind their technical expertise, the company had struggled for years to make its business processes and tools work consistently across all three countries.

This case study explains how Uretek Baltic, in collaboration with Lean Digital, used business process mapping, business process management (BPM), and process optimisation as part of a phased digital transformation to replace error-prone spreadsheets and inconsistent habits with standardised, mapped processes – using the Scoro software it already had to its full potential as one unified system, align processes across three countries, and build reliable forecasting.

LÄVI interior architects  (lavi.ee) is a fast-growing Estonian interior architecture and design company. Behind their creative success, they were struggling with growing operational complexity: too many tools, fragmented data, and limited visibility into projects and resources.

This case study explains how LÄVI, in collaboration with Lean Digital, used business process optimisation, digitalisation, and project management software to reduce tool chaos, improve resource planning, and build scalable operations without losing their creative edge.