Lean Implementation at Siemens Kalwa Plant Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Plant Siemens Kalwa in Mumbai, also known as Kalwa work (KW), began in 1973 with the production of engines, and then diversified to manufacture switchgear and switchboards. By 2009, 40 percent of all employees work in India Siemens Kalwa and support 45 percent of the total production of Siemens India. Kalwa has become the most important business center for Siemens India. In October 2006, Siemens AG decided to implement lean manufacturing plant Kalwa as part of the global deployment of Siemens production in all its medium-voltage facilities. Implementation should have brought a sharp increase in labor productivity, reduced inventory levels, and higher throughput for improved financial performance of the plant. Lenten program promises that the current realized capacity of the plant in 4000 panels per year may be increased by about 50 percent to 6,000 panels per year in the medium term, for two years, and about 12,000 panels over the next four to five years. While the benefits of successful implementation were attractive, the company faced a number of challenges, including the restructuring of the organization, getting staff on board to accept and promote change and treatment resistance from internal and external stakeholders. This case provides an opportunity to review and discuss issues of implementation of lean global multinational company in the Indian context. "Hide
by Jamie Anderson, Subramanian Chidambaran, Vaibhav Khandekar Source: Richard Ivey School of Business Foundation 20 pages. Publication Date: 09 May 2012. Prod. #: W12998-PDF-ENG