Aciturri's in-house teams implemented 7,713 improvements, 63 of which were recognized as Success Stories and shared with the entire workforce via SAP JAM.
In 2024, Aciturri continued to implement improvement tools in its facilities.
In the Aerostructures division, the necessary steps were taken to establish a Continuous Improvement team that has worked to standardize and expand best practices across different centers. In this regard, the audit evaluating the organization's entire continuous improvement model has been unified.
The Seville Airport, Vitoria, and TecnobahÃa plants successfully completed the daily Kaizen program, qualifying their direct and indirect teams in structured problem-solving techniques.
Meanwhile, the Puerto Real and Brazil plants advanced in the model, achieving training in Process Standardization.
The Innovation and Development departments, as well as the Product Definition and Development Engineering teams, expanded their knowledge of daily management tools related to physical and electronic space management to improve performance.
The Brazil center successfully passed the AMS (Aciturri Management System) audits conducted by Kaizen Institute.
During this financial year, Aciturri's in-house teams implemented 7,713 improvements, 63 of which were recognized as Success Stories and shared with the entire workforce via SAP JAM. This continues to facilitate the transfer of best practices between plants. Additionally, more than 254 employees were recognized for their contributions to improvement initiatives. Likewise, 229 structured problem-solving activities were carried out to guide some of our teams' decisions.
The Seville Airport, Vitoria, and TecnobahÃa plants successfully completed the daily Kaizen program, qualifying their direct and indirect teams in structured problem-solving techniques.
The Hoshin Kanri tool once again served as a compass for the Steering Committee, the body responsible for monitoring the implementation of continuous improvement initiatives, in guiding and aligning the new organizational structure toward clear strategic objectives rolled out quickly throughout the organization. In this regard, in 2024, we improved the contribution of these new integrated teams and standardized the monitoring and risk management dynamics for over 200 improvement projects led by new and experienced leaders.
Various events were also held to promote a culture of continuous improvement. Notably, two Industry Forums were held midyear where projects and improvement ideas were shared among management and executive teams from all company areas and plants, as well as year-end meetings to reflect on progress and plan next steps.