The Kaizen Project was launched in 2021 with the aim of progressively training employees in practices and the creation of routines that promote a culture of continuous improvement, with a strong commitment to training team leaders and several coaching sessions to generate autonomous work teams. In this first stage, developed in 2021, Alestis Aerospace managed to deploy the methodology through two daily tools: the Daily Kaizen panel and the Gemba Walk panel.

In 2022, the second phase of the project was developed, presenting the action plan foreseen during the year and the objective of advancing in the proper work place organization.

In 2022, the second phase of the project was developed, presenting the action plan foreseen during the year and the objective of advancing in the proper work place organization as a tool to increase productivity and efficiency in the teams' day-to-day work. The project is evaluated through monthly follow-up meetings in each facility, and additionally, on a quarterly basis reporting to the General Management, the Global Steering Committee meetings, in which the Industrial Management and the Lean managers of each facility share the state of the art of the implemented methodology and its impact on the daily work culture of the working teams.

In addition, from Communications area, a specific communication plan was deployed, in order to bring the Kaizen methodology closer to the whole organization. The aim is to report periodically on the progress of the project and, at the same time, to implement the recognition plan in the production plants. These plans include the creation of audiovisual content for all communication channels with the staff: from short news by e-mail, to videos on specific topics such as the Kaizen Daily panel dynamics, best practices in 5S or improvements with the greatest impact implemented.

It is a perfectly structured system, with regular panel meetings to review the actions executed, roadmap and identify possible risks and how to mitigate them, thus acting on the problems identified and achieving the project's objective in the desired period.

On a quarterly basis, two or three improvement projects are identified per facility, which makes it possible to create disruptive changes in the company, proposing new ways of acting and engaging people from different areas.