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LAA-Blog---1.2.3-CAREL-CI&5S

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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LAA-Blog---1.2.4-CAREL-SBCE-Effectiveness

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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LAA-Blog---1.2.2-CAREL-Compact-Teams

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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LAA-Blog---Lean-Journey-TELEFONICA

Telefónica is one of the world’s leading telecommunication service providers, operating in 21 countries, employing around 120,000 people, and serving over 360 million customers around the globe. In 2011, the continuous and rapid changes in the telecommunications market led Telefónica to reinvent itself and transform into a digital telecommunications company. The combination of traditional telco assets combined with digital ones, enable its customers to access and...

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LAA-Blog---Lean-Journey-CMI

Continuous growth and market demanding shorter development times, lead CMI Defence, a weapon systems manufacturer from Belgium, to transform its product development approach. In 2013, the company embarked on its Lean Product Development journey by setting up for lean. This initial step aimed at producing a strategic roadmap for the implementation of different lean product development enablers to systematically develop, implement and roll-out several smaller...

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