Specialized Integration
We integrate technologies, processes, and specialized capabilities to develop and manufacture solutions that address our clients' technical, production, and quality challenges.
Polymer Transformation
Through specialized polymer transformation technologies, we develop production processes that enable the manufacturing of parts and components for various industrial applications.
Coatings
We develop specialized coating processes that enhance the protection, finish, and performance of parts and components for various industrial applications.
Metalworking
Through specialized metal transformation capabilities, we develop solutions for the manufacturing of parts and components with high quality standards for various industrial applications.
SI3's journey toward an Integral Lean Transformation
How we built capabilities, solved business problems and became a Lean reference in the region
At SI3 we have traveled a path of
more than a decade
driving efficiency, operational excellence and structured problem-solving.
What began as the adoption of classic
Lean Manufacturing
tools in our plants evolved into a
cultural and strategic transformation
that today permeates every process, from engineering to human talent and finance.
From Lean Manufacturing to Lean Transformation: more than tools, a way of thinking
Our Lean story begins in 2010 with the implementation of fundamental tools: safety, suggestions, skills schools and standardized work. With them we built the technical foundation needed to operate world-class plants.
Over time we understood that true transformation happens when Lean becomes a management system, not just a collection of practices. That leap began when we adopted the Lean Transformation Framework, which let us connect strategic goals, processes, roles, skills and culture.
Front 1: Engineering — Faster, more reliable and more visible quotes
The quoting process was a bottleneck for our growth. We carried out a VSM of the process, created an agile office cell and established a daily management routine that enabled continuous follow-up and fast decision-making.
A dynamic library of raw materials and suppliers.
Continuous flow with direct interaction between key areas.
Daily, transparent visibility for engineering and sales.
Quote lead time — Before: 17 days · Now: 6 days.
Front 2: Sales — Increasing conversion with standards and a customer focus
The A3 analysis revealed that the conversion rate was low not for lack of opportunities, but because of the absence of a standard for following up on offers. We implemented a clear follow-up standard, performance indicators, a visible lead funnel and deep root-cause analysis with A3.
Front 3: Finance — Contribution and data-based decisions
We built a financial dashboard in Power BI with fixed costs and expenses, carried out a VSM of the accounting close and trained the team in rate calculations. This is how we moved from slow closes to agile ones, with visibility of the contribution GAP and timely decision-making.
Front 4: Human Talent — Strategic deployment through real problems
We trained the teams in Lean methodologies (DM, ELCOMORE, A3, OBEYA, VSM), aligned the A3s with corporate strategy and created the Article Club, a weekly space for reflection on leadership and Lean thinking.
Results that demonstrate the transformation
Process automation with 94% reliability.
Reduction of a daily meeting from 2 hours to 20 minutes.
78 A3s built, 68 closed.
Impact on 100% of the company's areas.
680+ hours of training for 90 people.
Man-hour costing time reduced from 2–5 days to 1 hour.
Conclusion: Lean is not a destination — it's how we grow
At SI3 we have learned that Lean is not a project or a fad. It's a way of thinking, deciding and working. Today we are a more agile, more strategic company that is connected with our clients, and most importantly: we have built the capabilities needed to keep improving, keep learning and keep transforming.
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