Lean&Agile

Lean&Agile (L&A) describes a way of working that focuses on lean processes, flexible adjustments and innovative solutions. At thyssenkrupp, this is more than just a method: L&A stands for a cultural change that...

... promotes flexible and comprehensive collaboration.

... focuses on value-adding processes and sustainable solutions.

... overcomes boundaries between functions, business units and regions.

In addition to innovative project results, the focus is on “HOW” we work. Agile processes give us the opportunity to develop in a wide variety of areas alongside our day-to-day work, strengthen our internal network, learn from each other, continuously improve our working methods, react dynamically to new challenges and thus actively help shape the future of our company.

At thyssenkrupp, we rely on regular L&A relays that offer employees worldwide the opportunity to participate in projects that interest them. The focus is on current topics and challenges facing the company. Employees can volunteer for projects and get involved. The project starts with a rough objective. The concrete design of the project is agile, whereby the original goal can evolve through the contributions of the employees.

The implementation of Lean&Agile projects follows a clearly structured but dynamic approach. After the kick-off, a phase of intensive collaboration begins in which regular meetings and feedback rounds ensure progress. This agile methodology allows teams to react quickly to changes and successfully complete projects in a short space of time. After three months, the results are presented in a review and a decision is made on integration into the Group.

As a flagship project in the application of Lean&Agile methods at thyssenkrupp, the “we.match” platform is revolutionizing the way employees network and collaborate. This platform features modules such as “People to Projects”, “Call a Colleague” and “Communities”, which enable employees to exchange information on various specialist areas and get directly involved in projects. we.match has thus become the central meeting point for projects and their participants, making the platform a core element of the agile culture at thyssenkrupp.

An outstanding example of a successful Lean&Agile project is the “tkBike”. The bicycle leasing model for employees stands for sustainability and health promotion in particular. The initiative was implemented in a short space of time and is now a popular offer for our employees. The “tkBike” project is a good example of how Lean&Agile creates real added value and enriches thyssenkrupp's culture.

The people at thyssenkrupp are our future. With Lean&Agile, we create opportunities to get involved, learn new things and grow personally and professionally - for a shared and successful future.
Dr. Claus Clasvogt
Head of Corporate Change Lab

One of the central L&A topics is the introduction of artificial intelligence (AI) at thyssenkrupp. This includes specific use cases as well as topics aimed at creating an environment that enables the use of AI. AI is playing an increasingly important role and is opening up new opportunities in areas such as automation, data management and decision-making. As part of the AI Journey, numerous workshops and projects have already been carried out to harness the potential of AI for thyssenkrupp. Focal points include improving data quality, using various AI tools and promoting a data-based decision-making culture.

Insights into our Lean&Agile Summer Camp!

The L&A Summer Camp is held once a year as part of the Lean&Agile program. Together with the L&A community, we look back on past projects, present the Lean&Agile Award and decide together which topics and projects will be implemented next.