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05

Portfolio

Effeuno

Intro

How the introduction of the lean approach in a small company has enabled it to gain control of processes while dublicating production capacity and turnover

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Manufacture of machinery for the food, beverage and tobacco industry

Padova, Italy

Performance
raggiunte

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Production capacity

Produttività
media giornaliera

0

Performance
achieved

efficiency

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lead time (from order to dispatch)

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turnover in 4 years

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Andrea Babetto - Responsabile pianificazione della produzione - Effeuno
Rossynell Ojeda - Export Manager - Effeuno

Company
history

2007

Founded in 2007, Effeuno is an Italian company that initially focused exclusively on the marketing of professional pizza ovens.  

Today

Over the years, Effeuno has expanded its operations to also include the production of ovens. The combination of tradition and innovation has enabled the company to grow rapidly and establish itself in the global market. Today, the company stands out for the quality of its products both in Italy and internationally.

Employees

0

Turnover (2023)

0

EBITDA (2023)

0
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The Effeuno challenge

Effeuno turned to our team for support in optimising processes to increase production capacity and double turnover in two years.

The starting point

The transformation of the first macro-process: Delivery

2020

Year start collaboration with auxiell

Screenshot 2024-10-03 135112

Continues

With Effeuno, we undertook a project on the Delivery macro-process comprising production, supply chain, and order management – the area that would bring the greatest benefits in the short term in terms of production capacity.

SCAN

Lean Gap Analysis® in Delivery

To analyse the current state of the processes, the auxiell-Effeuno team engaged in Lean Gap Analysis®. In this first phase, the team worked to ‘take a snapshot’ of the current state of the entire production process for the ‘small’ ovens – from the moment the order is received to when the product is shipped to the customer.

This phase is essential for measuring and analysing current processes and defining the gaps between the current and desired states. In this initial phase, a ‘snapshot’ is taken of the current processes in terms of quantifying waste, identifying any issues and opportunities for improvement, and timing all phases. Having a clear view of process performance is necessary to identify the correct countermeasures to eliminate the root cause of the problem and to plan future actions – and KPIs to be measured – to improve efficiency. 

Lean Gap Analysis®

An essential phase for measuring and analysing current processes and identifying the gaps between the present and desired states. During this phase, a 'snapshot' of the current state of processes is taken, focusing on quantifying waste, identifying potential problems and opportunities for improvement, and timing all steps. Gaining a clear understanding of process performance is crucial for determining the most effective countermeasures to eliminate the root cause of the issue, as well as for planning future actions and determining which KPIs to monitor to improve efficiency.

lrm_effeuno_sfondo
Identified gaps
01

Processes with NVA activities (link to wiki where there is NVA activity)

Non-value activities – such as waiting and unnecessary material handling – in the line caused an imbalance in the production line.

02

Long lead times to market

Many customers complained about not receiving their orders within the expected timeframes

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Slow improvement processes

Improvement initiatives proposed to suppliers were either not well received or took too long to implement

04

Extended time spent on inventory management

Planning resources and materials for oven production was time-consuming, and managing this operation involved several resources, further extending the lead time

PLAN

Lean RoadMap® in Delivery

Once the gaps emerged from the Lean Gap Analysis®, we moved on to the next phase, the PLAN phase. Through the Lean RoadMap®, we defined the sequence of implementation of the most appropriate lean techniques that would enable us to achieve the objectives agreed upon with the Effeuno team. The Lean RoadMap® identifies the techniques and methods applied throughout the project. 

This is the phase where the future state of the analysed process is designed from a multi-scenario perspective. Once the most technically and economically suitable scenario is selected, we move on to planning the steps needed to implement it. The Lean RoadMap® outlines the activities to focus on and the timeframe in which to complete them. 

Lean RoadMap®

This is the phase in which the future state of the analysed process is planned from a multi-scenario perspective. Once the most appropriate scenario is chosen from a technical and economic standpoint, we move on to planning the steps to implement it. The Lean RoadMap® identifies the activities to focus on and the timelines for completing them. 

lrm_effeuno_sfondo_eng
The direction to take
01

Make or buy analysis

Activity implemented to assess whether to internalise the various stages of the assembly process.
02

Lean layout

To design the best possible layout – both macro and micro – aligned with the expected turnover growth, in order to quantify the space required for materials and finished products.

03

Designing market response models for different types of customers

To design production processes in a way that quantifies the space needed for materials and finished products, thus allowing for differentiated responses to various customer types (consumers for the Italian market and dealers for the foreign market) in terms of volumes and delivery times.

04

Sizing of resources and mapping of skills required to launch the new production plant

To define the recruitment plan and manage training in alignment with the needs of the new plant

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Development of the implementation plan for the new production process activities

To correctly coordinate the implementation of various production steps without delays or waste of resources

DO

Delivery Overall Transformation

What lean activities and techniques helped us reach the defined objective?

timeline_effeuno_delivery_REV01_eng

Heijunka e Andon Board

The first production order scheduling process was created based on allocable production capacity, and a daily production monitoring board was introduced to report on productivity and any critical issues.

Lean layout

The macro layout was designed taking into account architectural and structural constraints of the new plant. The detailed layout – of individual workstations – was designed and implemented taking into account ergonomics and the elimination of non-value activities identified through the implementation of the VA/NVA analysis technique.

VA-NVA and phase balancing 

The various processing steps were analysed and redesigned to balance the workload and eliminate wasteful waiting times, thereby improving efficiency.

Kanban

To address the issue of missing materials in the production flow, we established automatic replenishment rules that also reduced planning efforts. With the Effeuno team, we also worked on critical suppliers to align and stabilise material procurement.

Problem solving

This technique was applied to analyse the root causes of problems that arise in daily operations, aiming to reduce improvised solutions and disruptions in the production process.

5S

This technique was applied throughout the production process – both at individual workstations and in handling areas – to ensure order and cleanliness in the workspaces.

CHECK

Have we achieved our goals?

By implementing the Heijunka and Andon Board techniques, we observed a significant improvement in responsiveness to customer demand, and the planning team’s awareness of production capacity also increased.

Through the lean layout technique, the Effeuno team was able to effectively manage the sizing of the production plant – considering personnel and material needs – while also controlling costs and implementation timelines. They established clear objectives for optimising space, time, and shipping processes to the end customer or distributor.

By redesigning the balance through the VA/NVA technique and optimising production line planning logic, productivity increased by 141%, which allowed the team to eliminate overload situations. As a result, production efficiency improved by 14%.

Delivery lead time was reduced by 78%, aligning it with market demands.

Using problem-solving techniques to identify root causes, the team began to develop improved process standards independently, accelerating their activities. 

The 5S technique applied throughout production facilitated the introduction of new resources with clear guidelines, fostering a more engaged and cohesive team in managing shared spaces and equipment. 

Thanks to the increase in efficiency and production capacity, turnover grew by 286% over 4 years.

The project with the Effeuno team achieved significant and tangible results. Through a focused and collaborative approach, we successfully addressed initial challenges and created a positive, lasting impact on the team. The success of this collaboration laid a strong foundation of mutual trust, enabling us to explore new opportunities for growth together.

From the success of the first project to future collaboration possibilities

In addition to focusing on process optimisation, it is essential to work with and develop people. Encouraging active team involvement, enhancing their skills, and fostering a culture of collaboration are key elements for ensuring success in any organisation. By creating a positive work environment where individuals feel valued and integral to the process, we can achieve lasting, innovative results that improve not only operational efficiency but also overall organisational well-being. Discover how Effeuno collaborated with euxilia, a company within the auxiell group, which systematically evolves individuals and organisations to enhance managerial, communication, and strategic alignment skills within the team. [See the Effeuno Case History on the euxilia website.] 

Read also

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Energreen

How Energreen managed to make processes more efficient by increasing production capacity in less than a year

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