Work organisation and innovation: Case study: LHT, Germany

Case study
Published
24 March 2013
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Abstract

Lufthansa Technik AG (LHT) provides aircraft-related technical services to a worldwide customer base comprising airlines, aircraft leasing companies, maintenance organisations, and operators of business and VIP aircrafts. In the past 10 years, one major innovation in the fieRead more
Lufthansa Technik AG (LHT) provides aircraft-related technical services to a worldwide customer base comprising airlines, aircraft leasing companies, maintenance organisations, and operators of business and VIP aircrafts. In the past 10 years, one major innovation in the field of work organisation at LHT has been the creation and implementation of a Lean Production System affecting all areas of the company. This involved not only starting a series of Lean projects but also investments in workforce qualification and equipment including the creation of a Lean department, a training academy and the continuous education of ‘Lean specialists’ from within the existing LHT workforce. The motivation behind this innovation was to increase efficiency and to reduce costs by minimising the wastage of time and resources and by optimising existing work processes and investments in people management.
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    Number of pages: 
    21
    Reference no.: 
    ef12728
    Catalogue info

    Work organisation and innovation: Case study: LHT, Germany

    Lufthansa Technik AG (LHT) provides aircraft-related technical services to a worldwide customer base comprising airlines, aircraft leasing companies, maintenance organisations, and operators of business and VIP aircrafts. In the past 10 years, one major innovation in the field of work organisation at LHT has been the creation and implementation of a Lean Production System affecting all areas of the company. This involved not only starting a series of Lean projects but also investments in workforce qualification and equipment including the creation of a Lean department, a training academy and the continuous education of ‘Lean specialists’ from within the existing LHT workforce. The motivation behind this innovation was to increase efficiency and to reduce costs by minimising the wastage of time and resources and by optimising existing work processes and investments in people management.

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