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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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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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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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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Telefónica, one of the world’s leading telecommunication services providers, is a pioneer in applying Lean Startup methodology to speed the innovation outputs as a large organization. In 2011, Telefónica began to position itself as a digital telecommunications company and started to build digital products. Since then, Telefónica has followed the Lean Startup methodology and has significantly reduced cycle times and development costs, while ensuring developers are continuously interacting with the end customers during the development. All these changes have led to a significant cultural transformation within the company which encourages customers’ integration from the early development stage and nurture their employees’ talent to become intrapreneurs.
Value Stream Mapping (VSM) is one of the key methodologies used to start a lean journey. It has been successfully applied in manufacturing processes and is now becoming increasingly used in the innovation and product development processes to reduce cycle time and identify improvement opportunities. It also provides a simple and quick way to visualize all activities that deliver value and eliminate those that generate waste.
