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LAA-Blog-1.9.5-Telefonica-Agile

Agile is a response to a more traditional waterfall model where all phases of product development take place in sequence, one after another, like a waterfall. On the other hand, agile provides a cyclic model where the sequential approach is replaced by an incremental, iterative one. This provides the ability to rapidly respond to change in order to succeed in an uncertain and turbulent environment....

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LAA-Blog---1.9.3-1.8.2-Siemens-Organizing-for-Lean

The implementation of any new approach, tool or method can be difficult, because it represents a change, and a change means people need to adjust to a new way of doing things. This is especially true and can have significant implications for an organization, in the case where a change is big and spans business-wide. In 2010 Siemens Building Technologies embarked on a way to...

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LAA-Blog---1.9.3-Telefonica-BMC

In its effort to become the leading digital telecommunication provider, Telefónica launched a parallel development stream to their traditional R&D; the Lean Startup stream. To support the development of new and breakthrough solutions and business, the company needed a way to bring teams together and provide them with a tool to simplify the communication and presentation of their outcomes. They found the answer in the...

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LAA-Blog---1.8.3-Siemens-Lean-training

To ensure the engagement of all employees in the implementation of Lean Product Development, Siemens Building Technologies, one of the world’s leading companies in building automation, fire safety, and building security, developed and put in place a formal training model. This article explains how the company developed their Lean Training Model which was, and still is, used to educate and align the organization to follow the...

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LAA-Blog---1.9.2-Telefonica-Lean-Startup

The rapid changes in the telecommunications industry and extremely demanding market has led Telefónica to transform itself into a digital telecommunications company. Being immerse in such a dynamic environment where customers expect innovative solutions with shorter development times, Telefónica started to apply the Lean Startup methodology for the development of new products and services where customer base and market have yet to be validated. However,...

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LAA-Blog---1.8.4-Siemens-Obeya

As part of Siemens Building Technologies lean product development journey, the company identified the need for a stronger cross-functional collaboration among the project teams as well as within them. This need led to the creation of two initiatives in which two types of Obeya were implemented: One for the multiple projects and one for individual project level. [su_spacer size="20"] [row] [column lg="9" md="12" sm="12" xs="12" ] About the Company Siemens...

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LAA-Blog---1.1.4-AIRBUS-Lean-Improvement

As part of Airbus Defence & Space vision of developing a corporate Lean ideology, the organisation has implemented the Lean Business Improvement methodology. It aims to support the corporate projects during the life cycle under a Kaizen or continuous improvement vision. The commitment of the company to this framework has helped them to enhance control and execution, therefore enabling its continuous improvement. [su_spacer size="20"] [row] [column lg="9" md="12"...

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LAA-Blog---1.1.3-AIRBUS-Visual-Management

Developing appropriate capabilities to communicate the project requirements, tasks and status is key for achieving success. Airbus Defence and Space has committed to implement Visual Management at different levels of the organisation, led by the CEO and all the C-Suite. Different tools such as the workflow control board and the SQCDP has been put together, creating a collaborative culture that supports the company in achieving...

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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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