Lean
Management

In 2022, the company has continued working to strengthen a competitiveness model focused on people, committed to improving their training and generating the necessary forums and dynamics to continue growing towards excellence.

"Every day, in all areas and for everyone" as the principle and essence of a model that relies on the active involvement of the Management.

The Product Definition and Development Engineering teams have completed the first Daily Kaizen Level, managing to work in a standard management infrastructure that incorporates improvement tools in its environment and that, among other things, allows a clearer connection with the rest of the teams.

To strengthen a competitiveness model focused on people, committed to improving their training and generating the necessary forums and dynamics to continue growing towards excellence.

The "natural teams" have implemented 5,700 improvements, 56 of which have been rated as Success Sheets and shared with the entire workforce in various Executive Committee forums.

The Commercial area has also successfully joined the model, managing to pass Level I, in line with the improvement of the team's organization, definition of the scorecard that guides its performance, and establishing action plans to improve its standards.

Both the Engineering and Commercial teams have been certified in Kaizen Daily Level II, based on the management of physical and virtual spaces that must be incorporated as a habit in the daily routine. In 2023 these teams will join the global audit process of the Aciturri Improvement Model to evaluate the competencies acquired as autonomous improvement groups, and with the purpose of contributing to the growth and sustainability of the company's Model.

Throughout 2022, Aciturri's natural teams have carried out 5,700 improvements, of which 56 have been Success Sheets shared internally with the entire workforce in JAM and different Executive Committee forums. In this way, more than 110 Personal Acknowledgements have been recorded for team members involved in the improvement. In addition, 202 Structured Problem Solving activities guided part of our teams' decisions during the year.

During the first Steering Committee meeting of the year (a meeting in which the progress of the Improvement Model is periodically reviewed and in which the CEO, the members of the Executive Committee and the Industrial Directors participate), the Best Improvers Awards were presented in recognition of the Success Sheet most highly valued by Management, as well as the one most highly valued by the workforce through their votes in JAM. The award winners participated in the event and shared with the management team the reasons that inspired their improvements and the way in which they carried them out, and finally, they received recognition from the General Manager, in this case, or the Chairman of Aciturri, in other years.

Also relevant in this context has been the improvement in the execution of the Hoshin Kanri tool, used to deploy the strategic objectives to the entire organization at various levels of work and monitoring. This improvement has been implemented in several aspects, but especially in those related to increased participation and the incorporation of new disciplines, and thanks to the establishment of a common language known by each and every person at Aciturri.