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Global Capability Building as Driver for a Sustainable Lean Transformation

EFESO launched a global lean transformation for a leading automotive electrical systems supplier, establishing a qualification program for employees and managers. A company-wide learning ecosystem, including train-the-trainer and leadership initiatives, embedded continuous improvement, ensuring plant employees own and drive the system instead of external consultants.

Industry: Automotive and Commercial Vehicles

Service: Academy

Service: People and Organization

Parallaxe

Our Client

A global family-owned automotive supplier company specialized in electronic and mechatronic products.

20K

Employees globally

64

Locations in 22 countries

€3.6 B

Turnover

Parallaxe

The Challenge

To stay competitive in the rapidly evolving automotive market, the client identified several critical pain points:

  • Need for ownership: Moving from an expert-driven project to a workforce that owns and improves the system with shared responsibilities.
  • Skill gaps: Coping with inconsistent lean maturity levels across international production sites and gaining a common understanding about operational excellence.
  • Leadership alignment: Ensuring that executives and shopfloor leaders share a unified approach to Lean behaviors and a culture of continuous improvement.
  • Global upskilling: Maintaining high training quality and qualification standards with strong commitment across different cultural and geographic entities.
  • Business impact: Enabling the people and organization to independently deploy Lean and to achieve savings through improvements in daily work.

Real Results Achieved Together

The company-wide learning ecosystem focused on targeted Lean qualification to have a strong financial and cultural impact across the global plant network.

>10K

Employees qualified on a global scale

+20

Lean training centers established

+€28 M

Savings realized

Transformation Impact

  • Multi-million Euro return on investment through optimized processes and reduced waste across the entire value chain
  • Common understanding and application of Lean methods and leadership behaviours to increase engagement and motivation
  • Experiential learning environments with interactive trainings and simulation games for hands-on Lean qualification
  • Company-wide Lean curriculum with target group-specific learning journeys to upskill employees and managers
  • Lean facilitator program to enable internal experts for driving the transformation without long-term external dependency
  • Shift of organizational mindset from a temporary Lean project to a permanent Learning Organization with everyone taking ownership
Parallaxe

Our Approach

The approach connected the financial goals of the Lean transformation program with the needs for developing the required mindset, toolset and skillset of employees and managers.

Building and implementing the learning ecosystem followed a systematic approach:

  • Multi-level training architecture: Target group-specific Lean trainings from basics to expert level as well as a dedicated Lean Leadership training program.
  • Lean facilitator program: A prestigious 1-year full-time education track where trainees underwent regular assessments, several weeks of training, internal project assignments and individual coachings.
  • Excellent Leadership Initiative: Coaching-based leadership development with explicit focus on “High Impact Moments” in daily leadership situations within operations.
  • Applied learning: Several training centers equipped with simulation games to experience lean principles and methods in a simulated work environment.
  • Digital adaptation: A broad mix of “Train-the-Trainer” videos and live webinars to ensure that local trainer remain on-site and deliver simulation-based trainings.

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Enable transformation with EFESO through building capabilities, strengthening leadership and facilitating change.

Parallaxe

Facing Similar Transformation Challenges in Operations?

  • Seeing performance and skill gaps across plants due to lack of shared knowledge and practices
  • Struggling to build a scalable qualification framework that supports Lean Transformation
  • Thinking about how to develop leadership behavior and a culture of continuous improvement
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