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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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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Winterthur Gas & Diesel (WinGD), a Winterthur, Switzerland-based developer of 2-stroke low-speed Gas and Diesel engines used for propulsion power in merchant shipping, began its lean product development journey in 2011. Through its journey, the company learnt quickly and established best practices in several aspects of lean product development. Waste elimination is part of lean improvements and WinGD wants everybody in the company to understand...
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Interface, a modular carpet manufacturer from LaGrange, Georgia, USA 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. [su_spacer size="20"] To streamline the product development processes, Interface conducted Value Stream Mapping (VSM) workshops revealing several improvement opportunities enabling them to build an action plan to improve their product development process. [su_spacer...
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Pratt & Whitney, part of UTC (United Technologies Corporation) headquartered in East Hartford, Connecticut, USA, is a world leader in the design, manufacture, and service of aircraft engines and auxiliary power units. To continuously deliver excellence to the customers, a well-defined and up-to-date metrics needs to be in place. [su_spacer size="20"] [row] [column lg="9" md="12" sm="12" xs="12" ] Pratt & Whitney (part of United Technologies Corporation - UTC) is a...
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Munters is a global leader in energy efficient air treatment solutions. As part of its Lean Product Development efforts, Munters identified and deployed a set of lean tools to help them in their knowledge intense day-to-day work. The toolset is named as ‘Knowledge intense Innovative Work & Visual Planning tools’. [su_spacer size="20"] [row] [column lg="9" md="12" sm="12" xs="12" ] Munters is one of the world’s leading suppliers of air...
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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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