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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.

Un viaggio su come una inversione di marcia rispetto al passato, in un contesto di forte radicalizzazione di precedente sistema Lean e volontà di estensione fuori dal Manufacturing dell’Operational Excellence, rappresenti una grande opportunità di contribuzione ai risultati aziendali e al coinvolgimento dell’intera 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.

La complessità fa parte sempre della nostra vita. Ci sono delle situazioni nelle quali le priorità del lavoro di tutti i giorni immediatamente diventano piccola cosa di fronte alla salita che la vita ti pone davanti in maniera improvvisa e inaspettata.

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.

Bisogna costruire organizzazioni ambidestre, ossia organizzazioni che siano in grado, all’interno dello stesso contesto, di perseguire miglioramenti incrementali e gestire innovazioni discontinue.

La domanda chiave del Summit, considerando questa epoca di complessità, come Agile e Lean possono continuare ad aiutarci ad sempre un passo avanti!