Always improving – Improving further
Endress+Hauser is a global leader in measurement instrumentation, services and solutions for industrial process engineering, optimizing processes in terms of economic efficiency, safety and environmental impact.
Endress+Hauser came through the crisis of 2013, but in 2016 undertook a Lean Transformation journey in order to maximize and stabilize performance over time. Working on leadership between managers and colleagues is what has allowed us to improve results, thanks to regular meetings between the different business functions and the various hierarchical levels.
One objective was to create a more flexible and efficient organization. Having to deal with so many customers from different sectors has certainly represented a strategic advantage over the years, however the variability of requests and market fluctuations have rendered the company’s work increasingly complex.
Shop Floor Management® and regular communication have now become the culture both in production and in the offices.Davide Zanotto, CEO, Endress+Hauser TS IT
All of the indicators have improved, and Lean logic has become part of the corporate culture.
From 2016 to the present day, all indicators have improved. For example, the reliability of deliveries has gone up from 95 to 98%, whereas production efficiency indicators have gone up from 49 to over 80%. The genuine factor concerning its success in Endress+Hauser was the involvement of the senior management. The CEO, HR manager, and CFO immediately wedded themselves to the Lean style, contributing and promoting it at every level, in production and in the offices.