Plasman reduces quality deficiency costs with Lean Six Sigma

Reduced quality deficiency costs with Lean Six Sigma in the automotive industry

Plasman generates annual savings, thanks to a powerful methodology and new skills in the continuous improvement work. The company started its Lean journey a number of years ago with the aim to ensure the right focus and commitment from employees at all levels.

The principles of Lean guide employees to act with customer focus, value creation and continuous improvements in mind. To be at the forefront, and in the long term be a top supplier in the automotive industry, Plasman decided to prepare to meet the challenges and opportunities with the right methodology and focus.

Why combine Lean and Six Sigma?
The Lean concept as a whole can advantageously be complemented with cutting-edge expertise within Six Sigma, where trained and certified individuals can run advanced improvement projects with a complex character after being equipped with a broader toolbox and in-depth knowledge in change leadership.

“Complementing Lean with Six Sigma has created a complete approach for us to drive business development with the right focus, competence and commitment, in everything from small improvement activities to advanced improvement initiatives in project form. In this way, we both reduce waste in local processes and solve root causes of major recurring problems in the organization.”
Magnus Älmegran, Quality Director, Plasman.


CANEA has supported Plasman with training, coaching and implementation of Lean Six Sigma through:

  • Adapted arrangements for workshops, seminars and training content for employees at executive level, with the aim of building competence to prioritize, coach and steer improvement initiatives in the right way.
  • Customized, extensive training programs for employees who drive improvement at a local level – certified White Belts in Lean Six Sigma.
  • Training programs for future improvement leaders who will spend a significant part of their work on driving improvement initiatives in project form, as well as supporting groups at a local level with methodology and implementation in the improvement work – certified Green Belts in Lean Six Sigma.
  • Advanced training programs for selected specialists in the organization who intend to run larger, and more complex improvement  initiatives that require both deeper analysis and focused change leadership – certified Black Belts in Lean Six Sigma.

                                                                                                                                                                                                       Magnus Älmegran, Quality Director, Plasman

During their trainings, all candidates carried out projects in the business to achieve measurable efficiency goals. They were trained in methodology and implementation at the same time as they received coaching and support from CANEA.

“We believe in training and consulting where we not only provide answers, but coach and teach our customers to ask the right questions. Then we build the competence and ability for our customers to steer their operations towards the challenges and opportunities of the future. ” Mikael Göthager, Senior Management Consultant & Area Manager Operational Efficiency, CANEA.

What are the business benefits?
After starting the training programs and implementing improvement initiatives, Plasman succeeded in generating substantial, verified savings in just over a year. Several projects are still in progress with additional savings potential. A part from the documented savings in completed projects, the business has now built up competence in improvement work at all levels in the company, which is now taking on more initiatives in the future. Plasman has built a platform that will enable further business opportunities and reduce quality deficiencies in the future.