Home Klantcases Thales: Lean transformation of radar production
Challenge

Challenge

  • Long lead times
  • High Work in Progress (WIP)
Approach

Approach

  • Lean transformation across 22 departments
  • Implementation of a CONWIP system
  • Daily stand-up meetings
Result

Result

  • 30% shorter lead time
  • Reduced WIP (worth €8m)
  • 150 employees trained

About Thales

Thales is an international technology organisation in the defence and security sector, specialising in advanced radar and infrared systems. With thousands of employees and a strong focus on innovation, Thales develops and produces complex solutions for aviation, defence and security, where quality, reliability and security of supply are crucial for global customers.

The challenge

A few years ago, the production environment was faced with long and variable lead times, high work in progress and limited insight into process performance. This resulted in waiting times, inefficiencies and a lack of predictability in operations. Departments lacked standardised working methods, making processes difficult to control and preventing improvements from being structurally secured. Furthermore, there was a lack of transparency and uniform KPI management, meaning deviations only became visible late and decision-making was delayed.

In a complex production environment with high demands on quality and delivery reliability, there was a requirement to improve this.

Our approach

An integrated Lean programme was established to embed structure, control and continuous improvement into operations. The approach focused on four pillars:

  • Implementation of 6S (5S + Safety) for a safe and standardised working environment.
  • Control of work in progress via the CONWIP principle.
  • Introduction of visual management and KPI steering for real-time insight.
  • Application of Value Stream Mapping to identify waste and optimise processes.

This approach was rolled out across 22 departments and supported by training and coaching (approximately 150 employees), with a strong focus on ownership, employee involvement and sustainable embedding in daily practice.

“This Lean transformation has empowered our people and the results were impressive.”

Results

Metric Before After Improvement
Lead time 100% (baseline) 70% –30%
Work in Progress (WIP) 100% (baseline) 60% –40%
Process insight Limited Full visibility Greatly improved
Employee engagement Low High Significantly improved

A 30% reduction in lead time and 40% lower work in progress are concrete results.
The broader impact lies in what is now possible: employees take initiative, teams independently improve their way of working and there is structural room for innovation.

Lessons learned

A successful Lean transformation begins with a strong foundation of standardised processes and visual management. Transparency and insight into performance make deviations visible and drive targeted improvements. Controlling work in progress is crucial for predictability. Employee involvement determines success, while a simple and consistent approach helps to embed improvements sustainably. Continuous improvement is not a project, but a permanent part of the organisation.

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Do you recognise this in your organisation?

Long lead times and low predictability, and employees who have insufficient knowledge of basic Lean techniques.

Symbol helps organisations to achieve significant improvements in operational performance and to develop their employees.

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