Constantly improving work methods and routines is a given at Speed. Our Operational Excellence medal program consists of three levels—bronze, silver, and gold. The higher the medal, the greater the requirements for Lean implementation.
With this program, we want to create a culture where every department strives to reach higher and develop its Lean work. The medal is not just a goal but also proof of successful work with Lean and continuous improvement.
As a continuation of the medal program, we have been running a Lean game for our production employees at the Borås facility for the past five weeks. To maximize the effect of the training, it is held in our Training Dojo—an authentic training environment where participants practice hands-on.
In groups of 7–8 people, employees train for 2.5 hours in intensive sessions on Lean methodology. The purpose? To learn how to identify improvement opportunities in our flows and understand the importance of continuously developing operations. An important insight is that not all improvements always deliver the expected effect—but the learning itself drives development forward.
It’s also interesting to see how participants collaborate, communicate, and act in groups. Many blossom and show new sides that don’t always appear in daily work.
The training is led by two of our experienced Speed colleagues—Jonas Good, Production Developer, and Andreas Balci, Senior Operations Technician. They describe how rewarding it is to get to know their colleagues in a new way and gain insights into how we can further improve our routines—for example, by being even more meticulous in following instructions. These types of insights will be carried forward into future improvement work.
Implementing Lean doesn’t happen overnight. It requires persistence and engagement throughout the organization—from the shop floor to management. Only when Lean is integrated at all levels can the mindset of continuous improvement truly take off.
The next step in Speed’s Lean training plan is the introduction of “The 7 Wastes,” which will start in 2025. We look forward to continuing to strengthen our Lean culture and develop the business together.