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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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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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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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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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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CAREL, an Italian HVAC-R started its Lean Product Development Journey back in 2009. One of the highlights of CAREL’s lean product development are so called compact teams; teams of 4 to 5 employees, responsible for one project from start to finish. Continue reading to get more insights in CAREL’s evolution from traditional to compact teams and find out how this affected their product development effectiveness. [su_spacer...
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