Reliably connecting the world

LAPP increases efficiency in logistics with Hoshin Kanri

LAPP delivers to every corner of the world, usually off the shelf and with short delivery times. Three years ago, LAPP introduced the Hoshin Kanri strategic planning system to create optimum conditions for transparency, cooperation and continuous improvement in shop floor management in logistics. The result: lower stocks with identical availability and a significant improvement in the time-to-market due to reduced lead times.

El Método LAPP – LAPP Panamá’s recipe for success

Panama forms the narrowest land bridge between North and South America. Due to the income of the Panama Canal, the country is one of the richest countries in Latin America with just 4.2 million inhabitants. Due to its interesting geographical location and financial strength, the LAPP Panamá sales office was founded there in 2017 in order to raise awareness of the LAPP brand in Central and South America. The company is one of LAPP’s youngest national subsidiaries.

One year of Collège Andreas Lapp in Ivory Coast – what has happened?

It’s now more than a year since Désiré Kope, a logistics employee at LAPP, realised his dream – setting up a school in his home village of Galebre in Ivory Coast, Central Africa. In October 2019, he took the money he had been saving for 20 years and used it to give children in Galebre better prospects.

Innovation at LAPP – the pandemic can’t hold us back

LAPP launched a new innovation process just over two years ago. In addition to the classic Stage-Gate process, where an innovation project passes through certain defined maturity stages and at the end the gatekeeper decides whether the project will be continued or discontinued, there’s now also the “Innovation for Future” process. This enables radical, transformative and disruptive innovations in which goals, market potential and business model often can’t be defined at all at the start of the process.

How LAPP is steering its way through the pandemic

Politicians in Germany have been repeatedly stating that companies need to do more to protect their employees against COVID-19 infection. This assertion is something that Matthias Lapp, CEO of U.I. Lapp GmbH, totally rejects. “Most of the companies I know are already doing everything possible to protect their employees to the best of their ability. We are among them. The health of our employees is our top priority."

Aid campaign by LAPP Panamá: Virtual lessons for jungle children

Panama forms the narrowest land bridge between North and South America. Within Central America, Panama is currently the country most affected by the Corona pandemic. Almost one in ten inhabitants has been infected. According to the IMF, the economy has regressed by more than 18 per cent. And it is the children who especially suffer. All schools have been closed for over a year. Since then, lessons only take place virtually. But in many areas without internet and electricity, this is not possible.

FLEXIMARK AB – the marking specialist

You can’t have cables without marking systems – and FLEXIMARK AB, a LAPP Group company, specializes in exactly this kind of marking systems. The Swedish company has big plans.

Digiboost at LAPP: Digitalisation is more than just tools

Digitalisation has been on the agenda for a long time for many companies. Last year, the Covid-19 pandemic made digital transformation a necessity. LAPP was able to overcome the challenge thanks to its orientation towards the needs of customers and partners as well as a flexibly scalable IT infrastructure. The consistent ONE LAPP culture became the key to success.

Driven by lifelong learning and trust

The world is changing faster and faster – this not only affects the private environment of each individual, but also working life with new fields of activity and changing tasks. To be prepared for the future, LAPP is therefore transforming itself into a continuous learning organisation.

Logistics management scrutinised by students

LAPP has been working with Heilbronn University for a year. Students from the Logistics Management department have now presented some amazing results for LAPP in two projects.

LAPP is shaping digitalisation – including its own

External service providers are often heavily involved when it comes to digital transformation of businesses. This was not an option for LAPP. Instead, the family company is relying on the capabilities, responsibility and commitment of all its employees.

100 Years Oskar Lapp

Oskar Lapp was a great inventor and a passionate entrepreneur. Together with his wife Ursula Ida Lapp, he has created a company with a global reputation. The LAPP Group founder would have turned 100 on 20 March 2021. His inventions have shaped connection technology worldwide to this day. Throughout his life, Oskar Lapp faced change, took the opportunities of change and enjoyed improving things.

“We live our purpose with ONE LAPP”

What does the “purpose” concept mean for family companies? Matthias Lapp, CEO & Managing Director of U.I. LAPP GmbH, spoke to Prof. Dr. h.c. mult. Péter Horváth. The interview appeared in the trade journal “Familienunternehmen & Strategie” the magazine “Controlling” in a special edition on purpose and in the company edition.

LAPP Australia continues to expand – even during the pandemic

LAPP Australia was founded over three years ago. It is one of LAPP’s newest international subsidiaries and is located around 16,500 kilometres from the company headquarters in Stuttgart. Despite the Coronavirus pandemic, the company has expanded very successfully.

Ambidexterity at LAPP – Internal innovation

These days, markets demand more capacity to innovate from companies than ever before. With a supportive corporate culture and flexibility among employees, it is possible to combine innovations from inside the business with efficient processes – that is what the Ambidexterity organisational concept is all about.

Volland AG – continued growth with LAPP

Almost two years ago, LAPP acquired its long-standing Swiss sales partner Volland. Integration into the group has been very successful. The focus is now on growth.

Lessons from the crisis – beyond digitalisation

There’s no question that the experience gained during the Coronavirus crisis will accelerate digitalisation – but it has also helped us notice the things we miss when we only work at home. Georg Stawowy, Member of the Board for Innovation and Technology, writes about „Lessons from the crisis”.

From strategy to day-to-day business

How does innovation work at LAPP? For the “Industrial data communication” strategic project for example. A project team asked customers and developed measures to increase awareness of the product portfolio – both internally and externally. The transition into day-to-day business is now in progress.

The five mega trends in logistics

Faster, more customer focused, better networked, more sustainable – the challenges in logistics are daunting. LAPP is a pioneer. During the Coronavirus crisis, the global market leader for integrated cable and connection solutions has increased its market share – thanks partly to its delivery capability.

Sustainable travel to work

Cities around the world are suffering from traffic chaos and clogged air. This includes Stuttgart, where LAPP has its headquarters. This is why alternative concepts for getting to work are such a hot topic, including for LAPP. A variety of schemes and employee-driven initiatives are making this a reality.

“A brand is a complex promise”

What importance does design have for the brand today?

Hurray, we made a mistake!

Why LAPP celebrates its mistakes – and how this benefits our customers.

Modern innovation management at LAPP

As a technology leader, LAPP aims to develop innovative solutions.

Innovation for Future

As one of four core values innovation has always been deeply rooted in LAPP’s DNA.

A pioneer for over 60 years

In May, Ursula Ida Lapp celebrates her 90th birthday

"We are proud to carry our values into the future"

Interview with Alexander and Matthias Lapp

A generational balancing act

How to successfully manage generational change