Continuous improvement in an aerospace industry company

The company as a center of aerospace excellence

A global leader in the aerospace industry, this company operates 32 production facilities across 12 countries, serving more than 90% of the world’s aircraft and engine manufacturers. It specializes in the development and delivery of high-tech aerostructures and engine systems. With a legacy of over a century, its European operations are a key hub, employing approximately 3,500 people across two facilities. These sites produce components such as empennages, wing sections, fuselages, wiring systems, and landing gear.

Overcoming obstacles to achieve operational excellence

The company faced frequent rejections of commercial proposals by clients due to high pricing. This situation underscored the urgent need to reduce costs while simultaneously raising quality standards. Additionally, operational challenges, such as recurring defect complaints and the absence of a structured continuous improvement model, jeopardized the company’s competitiveness and long-term sustainability in the global market.

Kaizen culture in action

The company introduced Lean principles to address these challenges across all production areas. The approach included:

• Focus on quality and customer value: Processes were reorganized to prioritize customer needs and resolve issues through direct collaboration with suppliers. For example, complaints about scratches on products were resolved through intensive joint efforts with suppliers.
• Kaizen culture: Adopting Kaizen behaviors and practices fostered daily improvements at all organizational levels. Both teams and leaders were empowered to identify and eliminate waste using tools and methodologies such as 3C, A3, the 5S methodology, and Six Sigma.

• Standard Work: Implementing the Standard Work methodology reduced variability, increasing operational efficiency.
• Visual management and standards: Visual management was introduced as a key tool to promote consistency, transparency, and clarity. This approach made processes and standards more accessible and easier to understand emphasizing safety and efficiency.

• Leadership development: Leaders were encouraged to conduct regular Gemba Walks to identify deviations and promote solutions. Additionally, teams agreed on specific Kamishibai topics to focus on. Kaizen Events were also performed to align initiatives with organizational goals.

Results and impact on organizational culture

The approach led to significant improvements in both processes and the organizational culture, including:

• Integration of continuous improvement: The Kaizen culture was widely adopted and implemented, particularly in the sheet metal division, where teams strongly focused on problem-solving and process improvements.
• Performance management: Primary and secondary operational levels were aligned with business objectives, incorporating data-driven key performance indicators (KPIs).
• Waste reduction: Waste elimination became a recurring practice, with new work methods introduced to optimize task planning and execution.
• Structured problem solving: Problems were addressed at various levels, ranging from team-based solutions to large-scale initiatives using methodologies like Six Sigma.
• Quality improvement: Processes were redesigned to identify and prevent defects early on, ensuring the delivery of higher-quality products to customers.

This case study demonstrates how an aerospace company successfully transformed its culture and operations by adopting continuous improvement principles. With a strong focus on quality, customer value, and operational efficiency, the company achieved breakthrough results and strengthened its leadership position in the global market.

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