The network of elevator complexes continues to actively implement Lean management principles, which aim to optimize business processes, reduce costs, and increase operational efficiency.

The initial stages of the program were focused on the branches of the Southern group and Bessarabska branch. Training was provided in the application of the A3 format, one of the key Lean tools. Using the A3 format, teams were able to analyze problems in a structured manner and formulate project visions aimed at reducing energy and labor costs.
The first pilot projects have already been launched at Voznesenska and Bessarabska branches, as well as at the Transshipment Terminal in Mykolaiv. As part of these projects, the introduction of visual management and a structured approach to solving systemic problems through the seven steps of the Lean methodology has begun.
Additionally, the laboratory employees and branch managers working on process standardization have undergone training. Key results include:
- identification of key processes for the elevator department
- development of qualification matrices – tables detailing the key operations and skills of each employee
- the beginning of the creation of standard operating procedures (SOPs) – detailed descriptions of business processes with visualization and methodological instructions.
The qualification matrices will help form teams of versatile and highly qualified specialists whose competencies fully meet the needs of production processes. SOPs provide detailed descriptions of each operation, namely what needs to be done, how it should be done, with which tools, and how much time it takes.
To date, about 100 key processes have already been identified at each branch, 30 of which are currently undergoing methodological verification.
To effectively monitor costs at the branches, visual management is being introduced. It is a tool that helps to identify deviations and respond to them promptly. A pilot project was launched at Voznesenska branch, and Romodan branch began its implementation in electronic format.
Daily boards with key performance indicators and graphs allow us to record overperformance or underperformance, as well as analyze causes through comments. The accumulation of deviations lays the foundation for further work through A3 projects.
Lean management at our elevator complexes aims to achieve complete process standardization and establish a transparent system for monitoring and analyzing the efficiency of each branch. Through clear plans and deviation tracking, the company ensures sustainable development and increased productivity at every stage of its operations.
Lean is not just about optimization. It is about systemic development, quality, and efficiency that lead to the success of the entire network.