SPX Technologies (SPX), a diversified, global supplier of infrastructure and measurement equipment to the heating, ventilation, and air conditioning (HVAC) industry.
To address this, SPX implemented the Lean Leader School, a hands-on and classroom-based CI program, now the global standard across its operations. The initiative has enhanced performance, cultural alignment, and ESG integration, with employees worldwide participating. Since 2018, SPX has executed 13 acquisitions, with over 90% adopting the CI program, ensuring consistency and long-term success.
The biggest challenges, stemmed from growth acquisitions that had enabled expansion into new markets and geographies. SPX has made 13 acquisitions since 2018, an average of more than two per year, and this activity has brought change to the employee base, including at the highest levels.
The company had a dual challenge on its hands – 1) developing a CI service model that worked best for both its geographically dispersed customer and employee bases, and 2) implementing a repeatable, sustainable training process that could flex up or down depending on onboarding volumes. The bulk of the effort had to be focused on the people and culture factor, and conveying the value of the change.
The company knew which model it wanted to integrate, and had some ideas for how it wanted the training to be structured, with a blend of classroom, Kaizen workshops and hands-on experience.
Lean Leader School includes a mix of hands-on and classroom learning. This approach and methodologies were successfully piloted and refined across six sites and has now become the CI learning & implementation standard globally. It will be integrated across newly merged and acquired organizations as the cultural practice of CI methodology to ensure consistency in supporting the SPX corporate goals.
In addition to helping with the rollout of the company’s daily management system, TBM has provided key input into potential M&A deals that has helped support SPX’s decisions. Another value add came through TBM’s analysis of SPX’s core processes. During periodic pulse checks and audits, the company realized that its internal CI governance model was too people-dependent and made some key changes to make it more streamlined and accessible.
At a Glance
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