VRS Sustainability EN - Flipbook - Seite 20
CHANGE MANAGEM E N T
Sustainability begins with
an open mind for changes
In our factories, we have a change management team that constantly looks
after improvements and more efficient
and productive ways of working.
At Viessmann we call our change
management philosophy VITOTOP.
This philosophy is based on the Kaizen
principle, a process from Japanese
manufacturing technology that stands
for consistent innovation management
or simply improvement. Improvements
should happen from everyone, always
and everywhere.
Once a year, an internal VITOTOP
audit, according to our company values
responsible, team-oriented and
entrepreneurial, takes place to keep
the minds of employees and managers
focused on sustainable work routines
and clear processes.
Constant examination of
processes for the eight
types of losses
In lean production, eight types of losses should be avoided or minimised,
and we are constantly checking our
processes concerning:
_ Unnecessary transports
_ Overengineering
_ Searching and waiting times
_ Overproduction
_ Inventory
_ Errors and rework
_ Unnecessary movement
_ Unused talent
This principle helps us to be more
efficient and productive and at the
same time reduce waste and avoid
emissions. Running machines only at
the necessary level for operation saves
resources and prevents waste.
Protection of the resource
people
Our employees are helping us every
day to suceed as one team. So, they
are our most valuable resource.
Therefore, we try to design the
working environment as ergonomic,
safe and healthy as possible. A variety
of measures we have taken already
showed us that this is the right way to
succeed:
_ At our foaming machines we introduced so-called shuttles to avoid
heavy lifting for our employees.
_ Employees can work in an ergonomic work height.
_ A crane system facilitates the
lifting of our cold room elements.
Previously, employees had to
always lift them together with a
colleague independently.
