Apator Telemetria: 57% shorter process time with TOC
Process time fell from 42 to 18 hours and the THT stage from 32 to 8 hours. TOC set the focus and Lean helped redesign the flow.
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Lean, TWI and TOC case studies
Explore 30 published case studies across manufacturing, logistics, construction, healthcare and services. See the challenges, the approach and the results — with every case available in English.
Case studies show the results.
Client references show who confirms them.
Explore implementation stories and conference cases, then read our clients’ signed references to understand their experience of working with LeanTrix.
1,200+ LeanTrix projects30 published case studies8 signed references
Global organisational transformationFlagship case study · Automotive · 2016–2024
8 years.70 plants.4 continents.
From four European pilots to a shared system for developing people, standardising work and sustaining successive transformation cycles.
LeanTrix’s role
Explore the full global case study Full English case study on LeanTrix.com.Cooper Standard owned the change. LeanTrix supported the organisation as a transformation partner and BTO Global Coach: co-designing the system, developing trainers, leading pilots and helping scale the approach globally.
30 case studies available
Edica: improving flow with TOC
A printing business uses the Theory of Constraints to focus improvement on the flow of work and the performance of the whole system.
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VMI Poland: leaders implementing Lean
How leadership routines, practical problem solving and people development help turn Lean into everyday management.
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Geberit: a standard for leadership communication
A practical approach to making communication clearer, more consistent and more useful in a leader’s daily work.
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Shell: developing talent across the organisation
How a systematic approach to talent development connects organisational needs with people’s strengths and development.
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VELUX: reactivating TWI
Onboarding reduced from 30 to 10 days, quality errors down 17% and ergonomics improved by 3 points. A practical TWI restart.
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Atlas Ward: Lean Gamification in process learning
100% of the selected pilot team trained, process awareness up 30.86% and an average score of 4.97/5. Lean Gamification in practice.
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Lear Corporation: Lean in a strong hierarchy
Five Lean mechanisms and four practices for reducing micromanagement and developing people’s ability to improve.
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LEK-AM: from Lean processes to digitalisation
A transformation launched in 2024: 5S, SMED, TPM, Kaizen and reliable data form the foundation for digitalisation.
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Impel: small-scale digitalisation, major change
54 tools implemented and 70 ideas stopped in 12 months. A focused approach to managing a portfolio of digital improvements.
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Auchan: reporting automation and faster decisions
From scattered data to business self-service: a contract cycle shortened to a week and access administration reduced to two hours a month.
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Czanieckie Makarony: improving OEE
Around 10,000 tonnes of annual production and MES data used to understand losses and guide OEE improvement.
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LOT: process management focused on improvement
A shared goal, clear roles, retrospectives and pilots connect process management with continuous improvement.
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DeLaval: from manual work to automation
VSM, Yamazumi, PFMEA and mock-ups help redesign the process before automation, with ergonomics and quality in view.
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ZF Group: implementing a Dojo in automotive
99.33% training satisfaction and an 87% knowledge-test score. ZF connects Dojo development with operational and people indicators.
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RECARO: releasing capacity by eliminating waste
A relative capacity index increased from 1× to 4× without constructing a new production hall. A case in removing MUDA.
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Asahi Group: 5S and TPM in brewing
5S and autonomous maintenance connect operators and maintenance teams around a shared standard for equipment care.
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Affidea: standardising MRI examinations
After three earlier attempts, a phased approach to MRI standards supported adoption and a more consistent way of working.
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Ikano Industry: implementing TWI
Six implementation stages, four instruction steps and three business KPIs structure the reactivation of TWI.
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Penta Hospitals: Lean in healthcare
Admission time reduced from 181 to 52 minutes, inventory down about 38% and 146 hours recovered annually.
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SP ZOZ Kościan: Lean in a hospital
8.5% of planned procedures were postponed in a sample of 398 cases. Diagnosis and the design of a future-state standard.
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Wienerberger: implementing TPM through TWI
50 TWI instructors, 20 leaders and four regional roles support the scaling of autonomous maintenance.
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eObuwie: TWI in logistics
The four steps of TWI Job Instruction structure training in fast-growing logistics and develop internal instructors.
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RECARO: standardised work and efficiency
Onboarding reduced by 50%, scrap-causing errors by 20% and rework by 25%. Standardised work and TWI in practice.
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Danone: 50% shorter operator onboarding
Learning time reduced by 50% in production and 37% in warehousing, alongside greater flexibility in employees’ skills.
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Cooper Standard: global transformation across 70 plants
Eight years, approximately 70 plants and four continents. From four European pilots to a shared BTO people-development system.
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Tarczyński: TWI in food manufacturing
Learning time reduced by 25–30%. TWI Job Instruction standardises how people learn work in food production.
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Autoliv: TWI in automotive
20% of production lines covered and four certified TWI instructors. A practical approach to scaling work standardisation.
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Nidec: TPM in automotive
The impact of machine losses fell from 3.8% to 1.31%. TPM develops operator ownership and maintenance capability.
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Rolls-Royce: Lean HR and TWI
Two complementary perspectives show how standardised work supports people and skills development in advanced engineering.
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