IDEM CHANNEL

In 2024, Aernnova Mexico obtained 0.9 suggestions/person and 74% implementation of suggestions submitted. For this reason, we are interested in knowing both the vision and the concrete actions carried out in this company to reach this level of participation in the Idem Channel. Here we present three points of view: Rogelio Olvera (Plant Director at Aernnova Mexico), Selene Martinez (leader in Continuous Improvement at Aernnova Mexico) and Jorge Gutierrez (winner of one of the second prize awards with 23 IDEM implemented).

ROGELIO OLVERA

What does Continuous Improvement mean to you, as plant manager at Aernnova Mexico?

Continuous Improvement is a very powerful culture that facilitates the development and constant evolution of our processes and products. For me it has been fundamental, since it has allowed me to promote change, focusing on doing better every day. 

What initiatives have you taken from the management to achieve such a high level of participation and implementation?

Promote Continuous Improvement constantly: in every forum, project, meeting, always looking for a culture of improvement through IDEM Channel, create systematics for its use, accompany the teams in the transformation to change, collaborate with them, invest, persevere together and celebrate every step that is achieved to reach the result.

It has been years of work and construction.  Aernnova Mexico, in its 16 years, has managed to consolidate itself as a company that constantly seeks improvement in each of the processes we carry out.

How do you see the role of management in Continuous Improvement? What actions should be taken on a daily basis in a plant to maintain this level of employee involvement in Continuous Improvement every year?

The involvement of all Aernnova employees with Continuous Improvement is fundamental, however, the management and all the people who lead teams must be the main promoters to promote a culture of change and the use of the IDEM Channel as a tool to enhance it. The IDEM Channel, although it has visibility, needs constant diffusion and it is our responsibility to promote it, encourage its use and facilitate the allocation of resources to constantly improve.

SELENE MARTÍNEZ

What specific actions do you carry out in the plant as LEAN leader to achieve a higher level of participation in the IDEM channel and involvement with Continuous Improvement?

In my 12 years in Aernnova Mexico I have learned a lot about how to influence people in favor of change, I participate with them since their incorporation to the company, introducing them to the IDEM Channel and the benefits it gives us, guiding them on how to participate in it.

In the multiple projects of the UAPs (Production Units), ideas are constantly being generated and I encourage them and make sure they are managed through the IDEM Channel and are not lost, in this way we promote them and disseminate them to other plants in the group.

Since achieving the cultural change of all our employees cannot be the task of the LEAN leader alone, which other people do you think should lead this change, and in what way?

Undoubtedly, the leadership of managers and area managers is key to achieve continuous improvement. Currently we have promoters of IDEM Channel, highlighting Uriel Medellin (Process Engineering) and Juan Manuel Biais (Tooling Engineering), who last year drove 101 improvement ideas through people. This is where you can see the teamwork and the search to do better and better.

What do you think are the keys for Aernnova Mexico to achieve year after year to be in the highest levels of all Aernnova, both in participation and implementation?

I think that in Aernnova Mexico we have achieved a culture of Continuous Improvement, starting from the management and at all levels of the company. We seek to promote the constant generation of ideas using the IDEM Channel. All ideas are received so that employees see the importance of their participation and are recognized for their commitment to improvement by seeking savings and improving the efficiency of our processes.

JORGE  GUTIÉRREZ

During 2024 you managed to reach 23 IDEMs implemented, which shows that in your day-to-day work you are capable of detecting a large number of aspects that can be improved and finding solutions to do so. How did you acquire this vision?

Versatility has enhanced my skills in my almost 7 years of experience in Aernnova. I have been in different work groups, from MRB to Process Engineering in Sheet Metal. Now I am developing a new program, HONDA 480 (Rudder & Elevator /Empennage). It is very easy to apply different solutions because of my previous experience in tooling design. I hope to continue to contribute ideas for improvement and create a synergy with my team.

How do you think the organization itself can help so that each of us can see opportunities for improvement in our day-to-day lives and then be able to implement them?

Continue to promote the IDEM Channel, through Aernnova’s communication channels, and promote the routine of documenting ideas and solutions to the problems we face. If we dedicate one hour every 15 days to this task, we will strengthen this culture and continue to improve.

There are times when we have a problem, but we do not see how to solve it. Perhaps if we created a virtual forum, we could join in the solution of these problems and give ideas for their implementation. 

How do you value the IDEM tool and what do you think it brings to the table?

It is a powerful tool through which we can enhance improvement and gives us the opportunity to capture our ideas to share them with all Aernnova employees around the world.