As global electrification accelerates, efficiency in energy infrastructure manufacturing has become mission-critical. One of the key technologies driving this shift is high-voltage direct current (HVDC), valued for its ability to transmit significantly more power over long distances with substantially lower losses compared to alternating current systems. This makes HVDC essential for interconnecting grids, enabling cross-border energy flows, and integrating renewable energy at scale.

To meet rapidly growing demand, GE Vernova has focused on scaling production of a core HVDC component: the valve, which enables conversion between AC and DC. These valves are manufactured at the Redhill facility in Stafford, where the company initiated a major capacity expansion.

Scaling Production Through Lean Transformation

According to global lean leadership at GE Vernova, the facility needed to boost valve output by approximately 40% to keep pace with incoming project demand. Instead of relying solely on capital expansion, the team turned to lean manufacturing principles to unlock efficiency gains.

This led to the organization of a large-scale improvement initiative—a “shingi” event. Unlike a standard kaizen, which targets a single process, this effort involved multiple parallel improvement streams, with eight kaizen activities running simultaneously across the site.

Data-Driven Optimization Before Execution

Preparation began two months in advance. Teams conducted detailed genba walks—direct observations at the point of production—to map workflows and identify inefficiencies. Using value stream mapping (VSM), they visualized material and process flows, uncovering bottlenecks and non-value-added activities.

Prioritization followed the Pareto principle, focusing on the critical 20% of issues responsible for the majority of inefficiencies. One key area identified was “pick face” operations—how workers access tools and materials during assembly.

To improve flow, the team introduced andon systems, using visual signals to indicate material availability and replenishment needs. This minimized delays and improved synchronization across workstations.

Execution: Intensive One-Week Transformation

When the shingi week began in mid-September, the Stafford site became a concentrated hub of activity. Over 100 employees—from shop-floor operators to senior leadership—participated in seven on-site kaizens, with an additional one at a nearby warehouse.

A notable contributor was Junichi Nakazawa from the Shingijutsu Institute. Bringing cross-industry expertise, he actively engaged with teams on the production floor, reinforcing lean principles through hands-on involvement.

Measurable Results Across Operations

By the end of the week, the initiative delivered substantial operational improvements:

• +40% increase in valve module production capacity
• 37 safety enhancements implemented
• 46% more space freed in storage areas
• 56% reduction in cycle time for packaging
• 23% reduction in testing cycle time

These gains were achieved through standardization, layout optimization, and elimination of process waste—all core lean methodologies.

Building a Culture of Continuous Improvement

Beyond the metrics, the transformation reshaped team dynamics and mindset. The event fostered cross-functional collaboration and reinforced a “one team” approach across global supply chain and manufacturing units.

Leadership emphasized that the real value lies in sustaining these improvements. The Stafford facility now operates with a structured roadmap aligned with the broader lean operating system of GE Vernova, with further initiatives planned.

Positioning for Future Demand

With production targets set through 2027, the Stafford site is leveraging lean as a strategic enabler—not just for efficiency, but for scalability. By embedding continuous improvement into daily operations, the facility is better positioned to meet the rising global demand for HVDC systems and support the ongoing energy transition.

The outcome is a more agile, efficient, and resilient manufacturing operation—capable of delivering critical infrastructure at the pace required by today’s electrified world.

Source