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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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People are one of the three crucial elements of any successful lean product development; the more knowledge employees have, the quicker lean concepts can be implemented. In the case of Herrero Builders, developing appropriate competencies and skills in the organisation ranked so high, that the company created a department of learning right at the beginning of their lean journey. Herrero Builders crafted a Lean concepts...

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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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Since 2005, Herrero Builders, a construction company from San Francisco, changed its corporate philosophy, adopting lean methodologies to foster their business operations model. In the process, the company created the Value Integration Process, an approach that permits engagement with all the relevant stakeholders to identify, monitor and address their expectations along the entire product life cycle. This lean methodology has provided a competitive advantage for...

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Interface is a modular carpet manufacturer from LaGrange, Georgia, USA that started its Lean Product Development Journey as part of the new sustainability business strategy, a Directive Mission Zero established by its chairman and CEO in 1994. To succeed in providing the most desired solutions to the customers, institutional knowledge is one of the most important resources the company needs. Interface has streamlined its processes...

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Lean Product Development is a paradigmatic approach for new product development that has surfaced in 1990s, which elements, tools and methods have been widely applied across companies around the world and benefits were described by many. However, most companies highlight one particular area as being the foremost challenge in implementing lean in product development and innovation; the human behavior or the mindset of employees across...

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During its lean transformation Munters, a global leader in energy efficient air treatment solutions, underwent a strategy deployment exercise. They needed a way to consistently, simply and quickly capture and communicate policies (vision, mission, goals) between different levels. They found the answer in an A3 Thinking. A3 thinking is primarily a problem-solving approach that uses a single standard A3 format sheet of paper to guide, capture...

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Interface, based in LaGrange, Georgia, USA and the world’s largest manufacturer and marketer of modular carpets, kicked-off its new sustainability business strategy Mission Zero in 1994, established by its chairman and CEO. As part of the Mission Zero, Interface also launched the Lean Product Development Journey aiming to continuously improve the end to end product development process to reach the Mission Zero’s goal by 2020. Interface...

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A world leader in the design, manufacture, and service of aircraft engines and auxiliary power units, Pratt & Whitney is headquartered in East Hartford, Connecticut, USA. Excellence is one of seven Pratt & Whitney’s (P&W) core values. To continuously achieve excellence, knowing what the organization needs to learn and close the knowledge gaps quickly is an important advantage. Decision mapping is a technique that helps to...

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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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