The Goodrich Corporation was a large American company active in the aerospace industry, as well as in the production of tires and chemicals, whose origin can be traced back to the late nineteenth century, a time in which its name was ‘B.F. Goodrich’. In the recent years, it has progressively focused on the aerospace industry, leaving the tires sector in the late 1980s and the production of chemicals in 2001, when it was renamed ‘Goodrich Corporation’. In 2012 United Technologies Corporation (UTC) bought Goodrich and combined it with Hamilton Sundstrand to form UTC Aerospace Systems, which is now one of the world’s largest players in the field of integrated aerospace solutions.
In the mid 1990s, the aerospace division of Goodrich was coping with strong pressures from its main clients, who requested sound improvements in its operational performance, in particular for one if its plants, located in California. One of the solutions proposed was the adoption of a new approach to the management of production activities known as ‘Toyota Production System’, which in the 1990s was becoming more and more popular. The success of this project at the shop‐floor level was so incredible that Goodrich started implementing lean principles in the administrative processes of the plant, then also in all other production sites and, finally, in the overall organization, shaping it according to the ‘value‐stream’ logic and leaving the functional one.
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