News and Blogs

VSM enables us see together, to understand together, to be able to act together, and, also, to think together in the interest of creating better flow of value for customers while providing meaningful ownership to the teams of people who do the actual work.

A journey on how a turnaround from the past, in a context of strong radicalization of previous Lean system and willingness to extend out of Manufacturing Operational Excellence, represents a great opportunity to contribute to business results and involvement of the entire workforce.

We have rethought how to work together by truly putting our customers at the center, breaking down functional silos and hierarchies. We have reduced the distance between customer and company, we have learned to work in cross-functional teams at all levels, giving our people: trust, autonomy and empowerment and above all a clear objective: "value for customers ".

One of DAB's beliefs is that Agile does not mean applying a specific framework, obtaining certifications or having an agile coach in the company, but represents a predominantly cultural theme. The same logic also guides our "people strategy," which promotes an organizational model that can constantly adapt through a network of cross-functional teams that grow, learn and innovate in a continuous cycle of learning and development.

Embracing Agile principles, Shell initiated a strategic shift in its approach to project management, focusing on flexibility, collaboration, and adaptability to navigate the complexities of refinery transformation. The Agile framework facilitates cross-functional teamwork, fostering communication and feedback loops among diverse teams involved in the refinery's transformation.

An overview of how a manufacturing company with two decades of advanced Lean practices and culture is adopting Agile, at the production and organizational level.

Complexity is always part of our lives. There are situations in which the priorities of everyday work immediately become a small thing in the face of the uphill climb that life suddenly and unexpectedly places before you.

The way we make decisions is we scan about 3-5% of the available data. That's the most you'll take account of and it triggers a series of memories, cognitive memories, physical memories and social memories through stories of things we've heard from other people. We blend those together and the first blended pattern which fits, we apply. So based on a very partial data scan we basically do a first fit pattern match and we act accordingly.

In a product development environment, eliminating waste doesn't only come from good quality or good processes, but also from how fast can you adapt to changes, how fast can you change your products and services and how fast can you deliver the features, the functions and the capabilities the market and the client need.

We have to understand the big why of where we're going to use the technology. To me this question of Agile or Digital or Digital Lean is irrelevant. It's about the mindset, the thinking of people, to try to make things better and how we use the technology to make things better.

We need to build ambidextrous organizations, that is, organizations that are able, within the same context, to pursue incremental improvements and manage discontinuous innovations.

The key question of the Summit, considering this age of complexity, how Agile and Lean can continue to help us always one step ahead!