Linking theory and practice in Siemens' new training initiative: Using lean training to teach employees principles of lean manufacturing

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Siemens is a well‐established German engineering firm that produces a large range of products from semi‐conductors to steam engines and has more than 320 production sites all over the world. In 2005 a program was started to increase the competitiveness of production while focusing on the sustainable implementation of a lean philosophy. Until then, there was no coherent strategy for identifying areas for improvement and creating programs to facilitate the change in production. Replicating training materials, procedures and protocols was wasteful of both time and intellectual energy. What Siemens needed was a common framework that could be used across the company to ensure that everyone was “singing from the same hymn‐sheet”.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

Provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2012), "Linking theory and practice in Siemens' new training initiative: Using lean training to teach employees principles of lean manufacturing", Strategic Direction, Vol. 28 No. 11, pp. 12-13. https://doi.org/10.1108/02580541211278554