Lean Training

• Introduction to the principles of lean thinking
•  5S technique
• Value Stream Mapping - Understanding the theory behind process mapping and applying the learned techniques within relevant departments (identifying muda and redesigning processes) 
• Market response and scheduling models, pull system, KPIs, and continuous improvement  miglioramento continuo.

KPI & Problem Solving

After the theoretical training, a daily meeting was implemented – called HASAICHI – during which, in front of the problem solving board, decisions are made and problems are solved by involving all stakeholders in the delivery process. For example, in 2024 alone, the application of the problem solving technique led to 216 reports being opened and 195 closed. Some operational KPIs are also displayed on the same board, including punctuality, raw material volumes, generated scraps, and processing waste, which help guide the decisions made by the team.

Pull flow

The production flow was reviewed from a pull perspective using a prioritisation system where a signal – a card – from the next phase (bending) calls for the previous phase (cutting). This ensures that semi-finished products are not overproduced, keeping the stock within the set limits, reducing waiting times, and increasing the flow speed.  

Pull system for raw materials

Using the Kanban technique, a pull signal was created for issuing orders to raw material suppliers for fast-moving materials/codes. Meanwhile, the management of orders based on demand has been standardised for slow-moving materials (without stock), which are ordered specifically for each customer. All of this was made possible thanks to specific agreements with suppliers, enabling the establishment of a win-win process: the supplier, knowing the forecasted material consumption, can produce it when needed.

5S

A technique applied – and continuously evolving – both in production and in the offices, involving the entire company. The entire team participated in daily workshops to reorganise the entire plant.

SMED

The SMED technique was applied with the operators and team leaders of the bending department, aiming to reduce tooling times as much as possible. The technique was applied to two 8-metre-long presses of different sizes. All the necessary procedures and standards were then developed to allow the technique to be applied to the other presses in the machine fleet.    

Relayout, management of semi-finished and finished products

By applying pull logic to raw materials and semi-finished products, the available space increased, creating an opportunity to review the layout, expand the machine fleet, and thus increase production capacity. By freeing up space, the material handling flows were also revised – standardising the input and output areas on each machine – and a dedicated area for managing scraps was created. These improvements contributed to the reduction of transport waste and time spent searching for materials.

Planning process: usable knowledge

The mental processes (experience) of those responsible for production planning were mapped, systematically quantifying all the variables involved and creating an algorithm capable of estimating processing times, identifying the most suitable production area, and determining the first available machine.

Vertical integration of production phases

Thanks to the recovery of space, it was possible to invest in verticalising the calendering, machining, and welding processes. These phases are now carried out internally, rather than externally, positively impacting lead times and profit margins.

Standard training process for bending operators and the technical department

The training process for the technical department and the team responsible for the bending phase has been revised to reduce lead time for the integration of new resources This new process includes periodic updates to standards as soon as indicators show deviations from the set target. This ensures the maintenance and continuous improvement of standards.

Thanks to the application of pull logic and continuous improvement, the raw materials inventory has been reduced by 53%.

The implementation of pull logic and the standards applied in production (which have radically changed people’s habits) resulted in a 60% reduction in the presence of semi-finished products.

The lead time of the delivery process – from order entry to delivery – has been reduced by 40%, thanks to the reduction of semi-finished goods and the elimination of waste in production.

Thanks to the SMED initiatives and the coordination of the operator's role, tooling times have been reduced by 35%.

Production capacity has increased by 42%. The space recovered from reducing inventory has allowed for more warehouse space, enabling the addition of new machinery, which in turn has positively affected production capacity, improved planning, and increased the machine fleet.

Usable knowledge has increased. Previously, all production planning was entrusted to a team that, based on customer drawings, manually created the time estimates required for production. Now, all the variables that were previously known only to the team have been made objective and correlated into an algorithm that, based on the characteristics of the required processing, automatically assigns the order to the appropriate machine and calculates the time needed for its completion.

The project carried out with the SPF Chilò team has achieved significant and tangible results. Through a targeted and collaborative approach, we successfully addressed initial challenges, generating a positive and lasting impact on the team. The success of this initial collaboration has laid the foundation for a mutually trusting relationship, which has already allowed us to explore new growth opportunities together.

Mapping of the order acquisition process (from receiving the offer to entering a sales order) and muda analysis

Using the Makigami technique, we mapped the process, specifying the sales team members involved and the timing of each phase. Using the Makigami technique, we mapped the process, specifying the sales team members involved and the timing of each phase. Through Muda Analysis, the root causes of waste were then determined using the 5 whys technique, leading to the identification of possible solutions for their elimination or reduction.

Creation of standard operating procedures

Relevant aspects were identified – such as customer loyalty, processing complexity, urgency of response to the customer, and the estimated amount – to quantify and prioritise the requests for quotations received. A second standard concerned the standardisation of the tools used by the sales team to prepare the quotations. Specifically, the number of tools used was reduced to two (from at least three previously), and a standard was defined for use cases. Finally, a planning tool was added to support the final costing tool for estimating the processing time – and therefore the costs – of requests for quotations.

Definitions of KPIs

The muda analysis revealed that most of the waste stemmed from the lack of process measurement, which would allow for monitoring and analysis. For instance, the following KPIs were introduced: average margin of acquired orders – distinguishing between orders resulting from offers and those that were not – and the conversion rate of offers into orders.

Technical application of Problem Solving

Weekly meetings were held between the sales team and the order entry team – as not all orders went through the offer process – to review the progress of performance metrics and ensure the achievement of the strategic objectives set for the month.

The conversion rate from offers to orders has increased by 10%.

Profit margins (under favourable market conditions) have increased, thanks to the work done on the demand process (especially around managing and quantifying offers). 

Hoshin Kanri

Establishing the True North of the company (interviewing all stakeholders – especially the owners) and sharing everything they had in mind. Brainstorming and then decision making on what was really important. Based on the True North, four to five key strategies were defined, followed by an analysis of the tactics required to achieve them.

Lean accounting

Strategic team meetings have been scheduled monthly and bi-monthly to review ongoing projects and assess deviations from the projects based on key performance indicators.

Weekly meetings between the ownership and the key management team have been set up to evaluate the progress of projects in line with the established business strategy and to address any deviations.