Lean and Six Sigma are not new to China. Plant managers in domestic and multinational companies alike have worked hard to bring manufacturing-excellence tools and approaches to the country’s shop floors. But for all these efforts, significant potential remains, mainly because plant managers in China often focus on “hard” technical tools at the expense of “softer” ones involving mind-sets and behavior. A recent lean-manufacturing transformation at one state-owned enterprise, for example, fell far short of its efficiency targets when managers and supervisors failed to complement the otherwise excellent technical changes with the necessary softer skills—including leadership—that would have made the changes stick.
INVENSITY independently works on developing practice-oriented innovations. In its innovation center - partly in cooperation with universities, institutions and associations - topics that aid technological advancement are worked on as part of innovation projects. INVENSITY systematizes the knowledge generated in projects using an internal knowledge management system. The newly-gained expertise can then, thanks to INVENSITY’s cross-sector organization, be made available to companies from various industries within the framework of client projects.