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Continuous Improvement & Change

LAA-Blog---1.4.4-Herrero-CI

Continuous improvement, most of the times referred as Kaizen, is a lean practice that promotes process enhancement in the organisation. This blog highlights how Herrero Builders, a well-known construction company in San Francisco Greater Bay Area, applies PDCA cycle, standup meetings, visualisation tools and partnerships for adopting continuous improvement in their daily operations to align teams and increase efficiencies during the end-to-end construction process. [su_spacer size="20"] [row] [column...

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LAA-Blog---1.1.5-AIRBUS-CI-&-Change

In 2011, Airbus Defence & Space started a journey to adopt Lean practices and a continuous improvement philosophy. To support the , the transformation, the company has set a scheme that promotes change management and cultural change. This plan included the creation of “Lean Network”, “Lean days” and an electronic platform for lean learning. Thanks to these changes, 13 continuous improvement projects were launched in 2014,...

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LAA-Blog---1.1.2-AIRBUS-Hoshin-Kanri

Airbus Defence & Space implementation of Lean Management in Military Aircraft Engineering has supported the company in achieving savings of more than 3 million euro. One key practice enabling this transformation was the adoption of Hoshin Kanri as a technique for planning and executing the company’s strategy. The tool proved to be beneficial in updating and integrating the company’s vision and aligning diverse departments to...

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LAA-Blog---1.2.3-CAREL-CI&5S

CAREL, an Italian HVAC/R introduced the Lean to the Product Development process back in 2009. After the R&D reorganization, implementation of visual project management and establishment of PDCA, CAREL decided the need to do more to support its product development teams. In 2012 company launched two Continuous Improvement (CI) initiatives: (1) Dedicated time for CI activities within “focus areas”, and (2) 5S 2.0 initiative for...

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LAA-Blog---1.2.4-CAREL-SBCE-Effectiveness

In 2013 CAREL (an Italian HVAC/R company) began exploring Set-Based Concurrent Engineering (SBCE) to increase their innovation yield and ensure this knowledge-intense part of the product development process is effective and has a stable timeframe. After the initial concept introduction, CAREL established a framework tailored to address its specific needs, while respecting the key principles of this approach. Although the newly established framework resulted in...

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LAA-Blog---Lean-Journey-SIEMENS

Siemens Building Technologies is a part of the German multinational conglomerate Siemens AG. It is one of the world’s leading companies in building automation, fire safety, and building security, with its headquarters in Zug, Switzerland. In order to retain its competitive position and to improve efficiency, the company launched the Lean Product Development initiative in 2010 and has come a long way since. The main expectation...

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LAA-Blog---Lean-Journey-AIRBUS

In 2011 Airbus Defence & Space began to implement lean thinking counting with the commitment from senior management. The company has focused on the implementation of Hoshin Kanri, Value Stream Mapping and Visual Management to improve the engineering capability throughout the organization. [su_spacer size="20"] Airbus Defence & Space is one of three companies within the Airbus Group. The lean thinking approach has integrated all the functions required...

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laa-blog-lemo

Innovations are like people: they are born, they continuously grow, they saturate, and decline. In the past 15 years, a product’s life cycle has shortened fourfold. At the same time, 6 out of 7 innovation projects never reach the market. This means innovation is more essential than ever, but also remains rather risky. . According to the Accenture study, 70% of CEOs identified innovation as strategic, while...

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laa-blog-vitalsmarts

The big Question: How can you motivate someone who isn’t motivated? You can’t. But you can help them find their own source of motivation. Leverage on the 3 human aspects – the vital behaviours, personal motivation and ability, peer pressure and working on social influence – the most potent force for sustainable Lean initiatives.   The Researches, Mini-workshop, and Objectives: In VitalSmarts research we found that most leaders put...

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