Lean Implementation at Siemens' Kalwa Plant
商品編號：9B12M026
出版日期：2012/09/05
再版日期：2012/06/25
商品來源：
商品主題：General Management/Strategy; International Business; Operations Management
商品類型：Case (Field)
涵蓋議題：Lean Manufacturing Implementation;Organizational Change;Change Management;Factory;India
難易度：4 - Undergraduate/MBA
內容長度：20 頁
地域：India
產業：Manufacturing
事件年度：2009
The Siemens Kalwa factory in Mumbai, also referred to as Kalwa Works (KW), started in 1973 with the production of motors and later diversified to produce switchgears and switchboards. By 2009, 40 per cent of all Siemens India employees were working in Kalwa and contributing 45 per cent of the total Siemens India production. Kalwa had become the most important business centre for Siemens India.
In October 2006, Siemens AG decided to implement lean manufacturing in the Kalwa factory as part of a worldwide rollout of the Siemens Production System in all its medium-voltage facilities. The implementations were expected to bring drastic improvements in labour productivity, lower inventory levels, and higher throughput to improve the factories’ financial performance. The lean program promised that the factory’s current realized capacity of 4,000 panels per year could be increased by approximately 50 per cent to 6,000 panels per year in the medium term within two years, and to about 12,000 panels within the next four to five years.
While the benefits of successful implementation were attractive, the company faced several challenges, including restructuring the organization, getting staff on board to accept and facilitate the change, and handling resistance from internal and external stakeholders. This case provides an opportunity to analyze and discuss lean implementation issues for a global multinational firm in the Indian context.
教學手冊：Lean Implementation at Siemens' Kalwa Plant - Teaching Note
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