The ATPERF Method: From Operational Optimization to Strategic Anticipation with STRAP®

September 23, 2025

Abstract

This research examines the evolution of the ATPERF method (Performance Improvement) from its origins in 2010 to its contemporary development towards the STRAP® approach (System of TRAnsformation and AnticiPation). Through a longitudinal analysis of fifteen years of industrial application, this study demonstrates how performance paradigms have evolved from a reactive approach focused on operational optimization to an integrated model of strategic anticipation.

The research builds on the theoretical foundations of Lean Management, Six Sigma, and organizational resilience theories to propose an innovative conceptual framework that integrates productivity, costs, service, and cash flow in a digitalized anticipation perspective. The results demonstrate that the STRAP® approach represents a significant paradigmatic evolution, enabling organizations to move from post-incident correction logic to prevention and anticipation logic, with major implications for industrial competitiveness in the Industry 4.0 era.

1. Introduction

In an industrial environment characterized by increasing volatility, uncertainty, complexity, and ambiguity (VUCA) (Inspenet, 2024), manufacturing organizations face unprecedented challenges that question traditional performance management approaches. Contemporary academic literature emphasizes that continuous improvement methods inherited from previous decades, while effective in stable contexts, show their limitations when facing systemic disruptions and rapid transformations of the industrial ecosystem (Duchek, 2020).

The evolution of industrial performance paradigms follows a historical trajectory marked by several conceptual revolutions. From the emergence of Lean Management in the 1980s, inspired by the Toyota Production System, to the contemporary integration of Industry 4.0 technologies, organizations have continuously adapted their approaches to maintain competitiveness (Tanha et al., 2025). This evolution has particularly accelerated since 2019, with over 85% of academic publications on industrial digital transformation published since this period, demonstrating growing scientific interest in these issues (Springer, 2024).

The ATPERF method, initially developed in 2010, fits into this evolutionary dynamic by proposing a structured approach around four fundamental axes: Productivity, Costs, Service, and Cash. This method has progressively evolved to integrate anticipation and digitalization dimensions, culminating with the STRAP® approach in 2025. This evolution reflects a broader paradigmatic transformation in industrial performance management, moving from reactive to proactive and anticipatory logic.

1.1 Research Problem

The central question of this research concerns understanding the evolution mechanisms of industrial performance methods and their adaptation to contemporary Industry 4.0 requirements. More specifically, we investigate how the ATPERF method has integrated anticipation and digitalization dimensions to address sustainable performance challenges in a rapidly changing industrial environment.

This problem raises several subsidiary questions: How have the theoretical foundations of Lean Management and Six Sigma been reinterpreted in the context of digital transformation? What are the organizational mechanisms that enable the transition from a reactive to an anticipatory approach? To what extent does the integration of digital technologies modify traditional industrial performance paradigms?

1.2 Research Objectives

This study aims to analyze the evolution of the ATPERF method from theoretical and empirical perspectives, identifying key factors in its transformation toward the STRAP® approach. Specific objectives include:

  1. Analysis of theoretical foundations of industrial performance paradigm evolution
  2. Examination of anticipation integration mechanisms in performance methods
  3. Evaluation of digitalization impact on traditional continuous improvement approaches
  4. Proposal of a conceptual framework for understanding the transition to anticipatory approaches

1.3 Scientific Contribution

This research contributes to academic literature by proposing a longitudinal analysis of an industrial performance method's evolution over fifteen years. It also offers an innovative conceptual framework for understanding anticipation integration in performance approaches, thus contributing to organizational resilience theories and industrial digital transformation.

2. Literature Review and Theoretical Framework

2.1 Theoretical Foundations of Lean Management and Six Sigma

Contemporary academic literature confirms the effectiveness of integrating Lean Management and Six Sigma in industrial performance optimization. Recent research demonstrates that this combined approach generates 20-30% improvements in overall workflow efficiency (Tanha et al., 2025). This integration is based on complementarity between waste elimination (Lean) and statistical defect reduction (Six Sigma), creating a robust methodological framework for continuous improvement.

Lean Management, initially conceptualized by Ohno and Shingo at Toyota, is founded on identifying and eliminating seven types of waste: inventory, motion, transportation, rework, waiting, overprocessing, and overproduction (Herron and Hicks, 2008). This systemic approach aims to optimize the value chain by focusing on value-added activities for the customer.

Six Sigma, developed by Bill Smith at Motorola in 1986, proposes a statistical approach to process variability reduction. The DMAIC methodology (Define, Measure, Analyze, Improve, Control) provides a structured framework for performance improvement, with an objective of reducing defects to 3.4 parts per million opportunities (Condé et al., 2023).

2.2 Organizational Resilience and Anticipation Theories

Literature on organizational resilience identifies three sequential stages: anticipation, adaptation, and learning (Duchek, 2020). This theoretical conceptualization is particularly relevant for understanding the evolution of the ATPERF method toward the STRAP® approach. Anticipation, defined as the ability to proactively identify potential risks and prepare accordingly, constitutes the foundation of organizational resilience.

Research by Comfort et al. (2001) emphasizes the importance of balance between anticipation and resilience in developing risk reduction strategies in uncertain environments. This theoretical perspective suggests that high-performing organizations develop anticipation capabilities that allow them to maintain critical functions and minimize operational disruption impacts.

McKinsey studies demonstrate that resilient organizations outperforming their peers by 10% in EBITDA terms during economic recession periods are those that systematically cultivate their anticipation capabilities (McKinsey, 2024). This correlation between anticipation and financial performance reinforces the theoretical importance of integrating anticipation into industrial performance methods.

2.3 Digital Transformation and Industry 4.0

Digital transformation in the industrial context relies on integrating advanced technologies such as Internet of Things (IoT), artificial intelligence, machine learning, big data analytics, cloud computing, and digital twins (Hitachi Solutions, 2024). These technologies enable real-time performance monitoring, predictive maintenance, and closed-loop performance management systems.

Recent academic research indicates that 31% of manufacturers have begun adopting advanced robotics and data-driven practices, while 27% of companies implementing Industry 4.0 tools observe immediate productivity gains and operational cost reductions (NMS Consulting, 2024). These statistics demonstrate the progressive but significant adoption of digital technologies in manufacturing industry.

Digital transformation can increase production efficiency up to 30% through reduced emissions and waste, improved energy efficiency, and optimized safety and working conditions (PTC, 2024). This substantial improvement in operational performance justifies integrating digital technologies into industrial performance methods.

2.4 Integrated Conceptual Framework

Based on this literature review, we propose an integrated conceptual framework that articulates the theoretical foundations of Lean Management and Six Sigma with organizational resilience theories and digital transformation paradigms. This conceptual framework suggests that industrial performance method evolution follows a trajectory of progressive integration of anticipation and digitalization, enabling organizations to move from reactive to proactive logic.

3. Methodology

3.1 Methodological Approach

This research adopts a longitudinal qualitative approach based on analyzing the evolution of the ATPERF method over fifteen years (2010-2025). Longitudinal analysis allows identifying evolution patterns and method transformation factors over time, offering a dynamic perspective on paradigmatic changes.

3.2 Data Collection and Analysis

The analysis relies on source triangulation including ATPERF method technical documentation, academic publications on industrial performance methods, and implementation case studies. This multi-source approach allows validating observations and enriching understanding of evolution mechanisms.

3.3 Analysis Framework

The analysis is structured around three temporal dimensions corresponding to ATPERF method evolution phases: the traditional phase (2010), the structuring phase (2015-2020), and the digitalized anticipation phase (2025). This periodization allows identifying ruptures and continuities in the method's evolution.

4. Analysis and Results

4.1 Traditional Phase (2010): Operational Foundations

The initial phase of the ATPERF method continues traditional continuous improvement approaches, relying on proven tools of Lean Management, Six Sigma, TPM (Total Productive Maintenance), and Supply Chain Management. This period is characterized by a classic sequential approach following Scoping → Diagnosis → Implementation logic, complemented by field projects and change management.

The central objective of this phase consists of optimizing four fundamental dimensions of industrial performance: increasing productivity, reducing costs, improving customer service, and liberating cash flow. This four-dimensional approach reflects a holistic vision of performance, surpassing traditional mono-criteria approaches.

Results observed during this period demonstrate the effectiveness of the traditional approach:

  • Significant improvement in OEE (Overall Equipment Effectiveness)
  • Substantial inventory reduction
  • Decreased non-quality issues
  • Improved OTD (On-Time Delivery)

These operational performance indicators confirm the validity of the ATPERF approach's methodological foundations.

4.2 Structuring Phase (2015-2020): The ATPERF Square

Evolution toward the structuring phase marks an important conceptual rupture with the emergence of the "ATPERF square", an organizational framework structured around four strategic axes: Productivity, Costs, Service, and Cash. This structuring responds to a need for operationalization and communication of performance issues to field teams and general management.

The ATPERF square introduces three complementary intervention levels:

  1. Organizing performance through method and team alignment
  2. Delivering performance by ensuring result reliability year after year
  3. Preparing and guaranteeing the future by integrating sustainable performance into company culture

This structuring demonstrates evolution toward a more systemic performance approach, integrating organizational, cultural, and temporal dimensions. The ATPERF square becomes a shared reference framework, facilitating communication and appropriation of the approach by all organizational actors.

4.3 Digitalized Anticipation Phase (2025): The STRAP® Approach

The emergence of the STRAP® approach (System of TRAnsformation and AnticiPation) represents a major paradigmatic evolution, characterized by three fundamental conceptual innovations.

4.3.1 Anticipation as Central Paradigm

Anticipation becomes the central paradigm of the STRAP® approach, with the objective of identifying critical processes before they generate incidents or cost overruns. This evolution aligns with organizational resilience theories that position anticipation as the first stage of organizations' adaptive capacity (Duchek, 2020).

Anticipation integration fundamentally transforms intervention logic, moving from post-incident corrective approach to preventive and predictive approach. This transformation relies on developing organizational capabilities for proactive risk identification and future scenario evaluation.

4.3.2 Digitalization as Optimization Lever

Digitalization constitutes the second pillar of the STRAP® approach, with exploitation of digital dashboards and artificial intelligence (via IRMAI) for real-time performance management. This technological integration continues Industry 4.0 research demonstrating digital technology effectiveness for industrial performance optimization.

Using artificial intelligence and real-time monitoring systems enables developing advanced predictive capabilities, facilitating early identification of performance deviations and continuous process optimization. This digitalization transforms performance management modalities, enabling increased reactivity and precision in decision-making.

4.3.3 Sustainable Management as Organizational Anchoring

The third pillar of the STRAP® approach concerns anchoring sustainable managerial routines, including QRQC (Quick Response Quality Control) practices and online sectoral diagnostics. This organizational dimension aims to institutionalize anticipation and digitalization practices in daily managerial routines.

Integrating sustainable managerial routines addresses organizational transformation sustainability issues, a recurring challenge in continuous improvement method implementation. This approach relies on organizational change theories that emphasize the importance of institutionalizing new practices to ensure their durability.

4.4 Expected Results and Implications

The STRAP® approach aims for results that exceed traditional immediate operational gains, with the objective of guaranteeing sustainable performance, incident prevention, and organizational resilience development. This expanded ambition reflects an evolution of organizational expectations toward more holistic and sustainable performance approaches.

The implications of this evolution are multiple: transformation of required managerial competencies, evolution of information and management systems, modification of decision-making processes, and development of new organizational capabilities for anticipation and adaptation.

5. Discussion

5.1 Theoretical Implications

The evolution of the ATPERF method toward the STRAP® approach illustrates a broader paradigmatic transformation in the industrial performance domain. This evolution continues organizational resilience theories that position anticipation as a key factor in sustainable performance (Comfort et al., 2001).

Digitalization integration in the STRAP® approach confirms theoretical predictions about the transformative impact of Industry 4.0 technologies on performance management methods. This integration does not simply constitute a technological addition, but a fundamental reconfiguration of performance management and control modalities.

5.2 Managerial Implications

The STRAP® approach implies significant transformation of managerial practices, requiring development of new competencies in anticipation, digitalization, and complexity management. This transformation is accompanied by a need for training and support for managerial teams to master new tools and methods.

STRAP® approach implementation also requires substantial technological investments, particularly in artificial intelligence, integrated information systems, and real-time monitoring tools. These investments must be evaluated from a medium and long-term return on investment perspective.

5.3 Limitations and Research Perspectives

This research presents certain limitations related to the qualitative approach adopted and limited availability of quantitative empirical data on comparative effectiveness of different ATPERF method evolution phases. Future research could develop comparative quantitative studies to evaluate differential impact of traditional, structured, and anticipatory approaches.

Research perspectives also include analyzing STRAP® approach implementation in different industrial contexts, evaluating its comparative effectiveness against traditional methods, and studying organizational factors facilitating or hindering its implementation.

6. Conclusion

This research has analyzed the evolution of the ATPERF method over fifteen years, demonstrating significant paradigmatic transformation toward the STRAP® approach integrating anticipation and digitalization. This evolution fits into a broader dynamic of industrial performance method transformation, responding to contemporary challenges of Industry 4.0 and VUCA environment.

The STRAP® approach represents a major conceptual innovation that surpasses traditional continuous improvement approaches by integrating anticipation as central paradigm, digitalization as optimization lever, and sustainable management as organizational anchoring. This tripartite integration offers an innovative methodological framework for industrial performance management in complex and uncertain environments.

The implications of this evolution are multiple, touching theoretical, managerial, and organizational dimensions of industrial performance. The STRAP® approach requires transformation of competencies, systems, and managerial practices, involving substantial investments but offering perspectives of sustainable performance and organizational resilience.

This research contributes to academic literature by proposing a longitudinal analysis of an industrial performance method's evolution and offering a conceptual framework for understanding anticipation integration in performance approaches. It also opens research perspectives for empirical evaluation of STRAP® approach effectiveness and analysis of its implementation modalities in different industrial contexts.

The central objective of the ATPERF method, consisting of "bringing each performance cursor as close as possible to optimum," remains unchanged through its successive evolutions. However, the modalities for achieving this objective have considerably enriched and sophisticated, integrating anticipation and digitalization dimensions to respond to contemporary requirements of sustainable performance and organizational resilience.

References

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Duchek, S. (2020). Organizational resilience: A capability-based conceptualization. Business Research, 13(1), 215-246.

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Hitachi Solutions. (2024). A Guide to Digital Transformation in Manufacturing. Retrieved September 23, 2025, from https://global.hitachi-solutions.com/blog/digital-transformation-manufacturing/

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