The Aerostructures and Aeroengines divisions have begun working on integrating the Steering Committees (the body responsible for monitoring the implementation of Continuous Improvement initiatives) into a single model.
In 2023, the company continued working on the improvement model, enhancing its definition, establishing new tools within it and extending its applicability throughout the organization.
Aerostructures and Aeroengines divisions started working on integrating the Steering Committee (the body in charge of monitoring the implementation of Continuous Improvement initiatives) into a single model.
Product Definition Engineering, Development and Commercial teams successfully passed the assessments related to advanced standardization dynamics and then focused on developing new daily routines in Structured Problem Solving.
Innovation and Development areas are starting to join the Improvement Model, adopting daily management tools and projects to increase their performance.
Throughout 2023, 10,705 improvements were implemented, of which 54 were Success Sheets shared internally with the entire workforce at SAP JAM and different Executive Committee forums. This way, over 375 personal acknowledgments to team members involved in improvement have been recorded. Also, 130 Structured Problem-Solving activities guided part of the teams' decisions during the exercise. The Best Improver awards, selecting year after year the most outstanding improvements, were presented by the General Management.
In 2023, the Hoshin Kanri tool, used to deploy the strategic objectives, continued to guide the implementation and monitoring of improvement projects in all areas and production sites. In this regard, 169 improvement projects have been generated and carried out from different points of the structure to support the strategic goals of the fiscal year. Furthermore, this year, we have improved the project cycle by generating a collaborative platform of standardized information in which all the company's improvement projects are recorded, and the lessons learned in the process. This enables us to lay the foundations for a robust tool for consultation, training and recognition that will enrich the improvement leaders and, consequently, the organization's own Improvement Model.
Finally, in the last few months, the Lean Knowledge Academy has been implemented, an initiative that includes training courses at all organizational levels. The training program is offered in different online modules accessible to all employees, providing a new line of support in the company's approach to improvement.