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

The Siemens Kalwa factory in Mumbai, also called Kalwa Works (KW), began in 1973 with the creation of motors and later diversified to create switchgears and switchboards. By 2009, 40 per cent of all Siemens India employees were working in Kalwa and providing 45 per cent of the total Siemens India production. Kalwa had become the most crucial business center for Siemens India. In October 2006, Siemens AG made a decision to implement lean manufacturing in the Kalwa factory as a portion of a global rollout of the Siemens Production System in all its moderate-voltage facilities.

Lean Implementation at Siemens’ Kalwa Plant Case Study Solution

The implementations were expected to bring radical developments in lower inventory levels, labour productivity, and higher throughput to improve the factories' fiscal performance. The plan that was lean guaranteed that the current of the factory realized ability of 4,000 panels per year could be raised by around 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 execution were attractive, the firm faced several challenges, including restructuring the organization, getting staff on board to accept and facilitate the change, and managing opposition from external and internal stakeholders. This case offers an opportunity to analyze and discuss lean execution problems for a global transnational company in the Indian context.

PUBLICATION DATE: May 09, 2012 PRODUCT #: W12998-PDF-ENG

This is just an excerpt. This case is about STRATEGY & EXECUTION