How Mitsubishi Electric’s CNC division became 25% more efficient
- Client
- Mitsubishi Electric Europe
CNC Division - Industry
- Electrical engineering
- Focus
- Culture change in a digital transformation
Impact at a glance
25%+ more efficient
as a division, through collaboration across hierarchies and functions
Open feedback culture
an open error and feedback culture that created space for innovation
Teams across boundaries
greater agility and value-chain thinking across departments
Shared guiding principles
written by the team and put into practice from day one
Technology changes fast. People need to change with it.
The CNC division was driving its digital transformation forward. To turn it into lasting gains in efficiency, flexibility and productivity, every employee had to be part of the change, not only the managers.
The goal of working with Zortify: to define, expand and permanently strengthen the team culture.
- What the division set out to build
- 1A real leadership team
- 2An open feedback culture, including bottom-up feedback
- 3Collaboration across teams
- 4Value-stream thinking in daily work
Four steps, from leaders to the whole team
Start with the managers
Targeted coaching prepared the managers to lead the culture change before it reached their teams.
Leadership feedback
Leaders rated themselves and were rated by their teams. The gap between both views sparked honest conversations.
Personal development
A personality analysis measured core traits plus agility and entrepreneurial capital, as the basis for each person’s development.
Team roles
A team role analysis revealed each person’s strengths and preferred contribution, so the right people could work together.
The gap is where the conversation starts
Illustration only, not actual results.
Flexible teams, built for each project
Instead of looking only within their own team, managers can identify the right profile across the division, form efficient teams quickly and dissolve them after the project.
Mitsubishi Electric
With the help of Zortify I was particularly impressed by the measurable efficiency gains. Through cross-hierarchical and cross-functional collaboration, we were able to increase our efficiency as a division by more than 25 percent.
“Greater agility and the stronger value chain orientation across departmental boundaries have contributed significantly to this. A jointly supported open error and feedback culture has enabled impressive innovations.”
25%+efficiency gain as a divisionWhat changed after the first cycle
| Area | Result |
|---|---|
| Efficiency | More than 25% higher efficiency across the division |
| Culture | An open error and feedback culture and an appreciative working climate |
| Ownership | More mindfulness and self-responsibility among team members |
| Collaboration | Guiding principles for daily cooperation, created by the team and applied from the outset |
| Leadership | Visible personal growth among managers |
Mitsubishi Electric is one of the world’s leading manufacturers of electrical and electronic products and systems, and a renowned maker of computer-aided control technology. Its German headquarters is in Ratingen. The CNC division set itself the goal of driving digital transformation.