COMPANY OPERATING IN THE ROLLING AND DRAWING OF STEEL BARS, 300M€, 550 pp
Assessment of business operations and design of new processes by appplying the Toyota Production System

  • AIM OF THE PROJECT :

    Critical analysis of organization , processes and tools related to the Group Operations in order to highlight all the opportunities for improvement and draw the future state on the same variables . Start now to transfer working methods ( through the implementation of Operating Kaizen workshops ) , provide evidence of their effectiveness and estimate on time the potential benefits of an extended application .

  • PERFORMED ACTIVITIES:

    after a Quick Audit which involves the interview to key business users , the awareness of the working group is raised about the principles of TPS ( Toyota Production System) . The following business activity is divided into two working groups ” logic ” and ” physical” taking place in parallel:

    • LOGIC GROUP : mapping , through Swim Lane , processes of customer order management and definition of the date of confirmation , production planning and procurement , progress control and re – scheduling of production . Analysis of logistics and production performance by measuring dell’E.E . , Service Level towards the customers and the development of the Cross Analysis of all the warehouses separately for product families handled MTS and for those operated MTO .
    • PHYSICAL GROUP : the main systems of rolling and drawing , activation and implementation of Kaizen workshops Operating using some tools in the tool box of the TPS such as 5S , SMED and TPM
  • PRINCIPALI OUTPUT E RISULTATI RAGGIUNTI:

    Master Plan for Improvement actions on the following fronts :

    1. Restructuring process and production planning tools
    2. Restructuring process and instruments for collecting data from the field and control production progress
    3. Rethinking the logistics-production model of the group
    4. Improve production performance through the extensive application of 5S , SMED , TPM and FMEA in rolling and drawing

    For each of the four previous points were estimated costs and benefits , as follow:

    1. Reduction of 1.5 FTE dedicated to non- value activities
    2. Reduction of 6 FTEs dedicated to non- value activities
    3. Reduction of 10 % of average assets in value and reduction of 8 FTE dedicated to non- value activities
    4. 15% reduction in downtime for tooling and a 30% reduction of the fault downtime

    All lines of action contribute to improve the level of customer service in terms of speed , punctuality and flexibility of deliveries.

AZIENDA OPERANTE NELLA PRODUZIONE MECCANICA DI PRECISIONE OPERANTE PER COMMESSA, 45M€, 146 pp
Riorganizzazione secondo la logica a flusso della produzione (suddivisa per minifabbriche) con sincronizzazione degli approvvigionamenti e gestione visuale delle parti mancanti

  • AIM OF THE PROJECT:

    Halving the overall throughput time of the order considering both the production component and the technical development component.

  • PERFORMED ACTIVITIES:

    Subdividing the major processes in independent and autonomous flow value

    • Able to complete the output from its own resources
    • Made up of different professionals
    • Organized with resources (equipment and personnel) who work physically close
    • Programmed on the bottleneck and oN 80% of maximum capacity
    • With shared responsibility on output

    Definition and application of key standards works

    • Through the identification of the logical sequences used by people to elaborate tasks
    • Developing heuristic algorithms can loosely estimate the commitment of resources necessary
    • Implementing formats for input and output of the shared and functional processes

    Development of tools for leveling the workload

    • leveled processes are inherently effective and guarantee the minimum crossing time
    • The leveling is a direct consequence of the degree of flexibility achieved by the organization

    Implementation of a performance monitoring system

    • By defining a set of indicators slender but able to highlight any speculative behavior
    • Quick to prepare and therefore available quickly
    • Triggering a periodic review meeting with all the departments involved able to understand the root cause of any non-optimal performance
  • MAIN OUTPUT AND ACHIEVED RESULTS :

    The new layouts (factory and offices) is the physical expression of the new production logistic model arranged for mini-factories and work cells in the transactional area . The most significant results were:

    • Revenues CAGR + 21 % average year in 4 years
    • EBITDA CAGR + 39 % average year in 4 years
    • Lead time from 24 to 16 weeks

COMPANY OPERATING IN THE BANKING SECTOR, 900 M€ assets managed of which 650M€ internal
Revision of the processes and reduction of Lead Times (Lean Office)

  • AIM OF THE PROJECT:

    Review the Terms of Management and the Management of processes and handling to make them more efficient .
    Introduce Lean Office methodology to enable change through the direct involvement of human resources .

  • PERFORMED ACTIVITIES:

    To introduce the Lean philosophy a specific training activity was used :

    • LOS ( Lean Office Simulation) : this training has combined a theoretical introduction to Lean principles with a practical exercise enclosing the simulation of a real process. The Working Group after learning the process was called to review and optimize the process itself . This type of training is helpful to introduce the basic concepts of an applied streamlining activities to office processes . Another very important aspect is the management team dynamics that develop when implementing change processes .

    Among the Process Improvement activities there was the application to the two involved processes following these steps :Process mapping methodology with Swim Lane : this

    • allowed everyone to reach a higher level of awareness with respect to the processes mapped .
    • Analysis of the problems that emerged with data and analysis collection during the various stages of the process .
    • Process design TO BE .
    • Identification and activation of the improved yards.
    • Definition of a proposal for revision of the internal delegation system related to the processes involved.
    • Review of procedures and submission for approval by the Board of Directors .
    • Review and setting of computer systems used in the audited processes .
    • Implementation of the proposed solutions .
    • Simulation of work with new processes and further optimization of the processes themselves .
  • PRINCIPALI OUTPUT E RISULTATI RAGGIUNTI:

    The review process was highly motivated and involved people who participated in the project and further improvement actions have emerged at the conclusion of the project and have been planned to be implemented independently by the bank staff . The main achievements were :

    • Revision of the system of delegations with a more consistent distribution of power compared to the responsibilities .
    • LT Management Process of -72 % Charges ;
    • LT Management Process Conditions -70 % .

COMPANY OPERATING IN THE PRODUCTION OF ELECTRIC MICRO-MOTORS AND GEARMOTORS, AUTOMOTIVE SECTOR, 120 M€, 300 pp Optimisation of maintenance and the approach of the operators in using the equipment (Implementation of TPM model)

  • AIM OF THE PROJECT:

    Align the maintenance management to the company ‘s business model and group .

    In particular, introduce the concept of ” Autonomous Maintenance ” , ” Preventive Maintenance ” and quantify the obtained results by reading the main process KPI ( OEE , MTBF , MTTR , number and average duration of setup )

  • PERFORMED ACTIVITIES:

    Following preparatory work for improvement of work areas (building sites 5S ) and specific improvement in the duration and standardization of setup ( SMED yards ) , the activities carried out were :

    • analysis, sharing and implementation of the algorithm for calculating OEE (Overall Equipment Effectiveness), MTBF (Mean Time Between Failure) and MTTR (Mean Time To Restart) and the definition of a corporate dashboard accessible to all key users and owners of the process, which would allow immediate consultation;
    • identification of a pilot line and its working groups (3 teams in three shifts for operators and maintenance) and awareness on the TPM methodology;
    • Pillar of TPM (Specific Improvement) and then restoring the basic conditions of the line through a technical / functional cleaning systems (performed by operators and maintenance);
    • second pillar of TPM (Autonomous Maintenance), the definition of autonomous maintenance activities PILS (Clean, inspect, lubricate, Tighten) and accompanying timetable (run entirely by the operators under the supervision of a maintainer);
    • third pillar of TPM (Preventive Maintenance) analysis application failures and defining the preventive maintenance schedule. Introduction of some predictive maintenance concepts;
    • fourth pillar of TPM (Education and Training) creation of matrix skill for operators and maintenance and definition of training plans.
  • MAIN OUTPUT AND ACHIEVED RESULTS :

    In addition to having a team of motivated operators and maintainers working synergistically in system maintenance activities, the main objective results obtained on the pilot line were :

    • performance index of + 15 % (as pcs / h ) ;
    • OEE + 4 % ;
    • MTBF + 45 %

COMPANY OPERATING IN THE PRODUCTION OF LARGE SHIPBULIDING CONTRACTS, 50 M€, 120 pp
Change of ERP system

  • AIM OF THE PROJECT:

    Redesigning the main operating flows and introducing an ERP information system , with the aim of integrated management information , support production planning and structuring the management of coding and technical product data.

  • PERFORMED ACTIVITIES:

    The project involved the following areas :

    Informative system:

    • ERP software implementation ( SW selection , functional analysis , support to project implementation )
    • Revision and redefinition new operating business processes and their IT consolidation through the implementation of software and application of WORKFLOW KNOWLEDGE management ( Events – Process Analysis )

    Production planning and scheduling :

    • Definition and implementation of the new planning and production planning
    • Introduction of MRP from a forecasting system of contract management by the commercial

    Technical office:

    • Insertion of a PLM system for the management of the product cycle view , management of the BOM and work cycles

    Commercial:

    • Inserting a sales configurator for the tender management and exploitation of the same
  • MAIN OUTPUT AND ACHIEVED RESULTS :

    • Redesign of Processes and Information Flows
    • Reorganization and computerization of all business areas
    • Implementation of the new ERP System Integrated with a vertical form PLM

COMPANY OPERATING IN THE PRODUCTION OF BALL VALVES, OIL & GAS SECTOR, 50M€, 120pp
Redesign of the business organisational model by applying the Toyota Production System in a company working to order 


  • AIM OF THE PROJECT:

    Rethink lean business processes and in particular:

    • Business processes : to increase the success rate of the offering and decrease the subsequent stop & go loop with the customer after the purchase order.
    • Support production processes : to maintain a standard lead time until the release into production and decrease the subsequent stop & go loop with operations.
    • Production processes: to maintain the agreed standard time on transformation of the raw material paid by the customer.
  • PERFORMED ACTIVITIES:

    Business processes

    • Construction of a structured database for the creation and management of customer offers .
    • Creating engineering bidding in service to the Inside Sales .
    • Standard Delivery Lead Time and estimated monthly volume in its portfolio ( M € ) .
    • Maintaining the same contact person for the customer throughout the Time To Cash .
    • Visual Management and tools for balancing workloads .

     

    Processes supporting production

    • Importing the latest revision of the offer as input for configuration, starting from similar products .
    • Standardization of tools for the production of the documentation .
    • Introduction of Visual Management and tools for balancing workloads .
    • Engineering the shift of production in factories to improve learning , the resolution speed and teamwork .

     

    Production processes

    • Pull Programming with Lead Standard Time .
    • Organization of production flows ( mini-factories ) with O.E.E. overall .
    • Renegotiation systems on delivery dates if the previous processes have failed to meet the lead times set out in the Total Lead Time .
    • New production layout based on flow
    • Introduction of visual systems for machine programming
  • MAIN OUTPUT AND ACHIEVED RESULTS :

    1. Turnover increased of 85 % in three years
    2. Punctuality increased from 40 % to 80 % in three years

    Current  throughput time 18 week ( 31% reduction )