What is not defined cannot be measured.
What cannot be measured cannot be improved.
What is not improved is always degraded.

William Thomson Kelvin

We help develop the strategy of the organization. We transfer the strategic lines to operational objectives (quality, cost, term and people) and control and monitoring dashboards. We work to internalize management and discipline at the level of middle management.

We guide in the implementation of an agile and reactive communication system that allows a quick resolution of problems and elimination of waste. We involve all the people in the organization in the development of the system and in the improvement of production standards.

We develop methods, we involve the whole organization and we enhance the talent of the resources to generate a corporate culture that incorporates the Kaizen philosophy in its DNA.

We understand continuous improvement as the only way to achieve business excellence. It is the fight against waste, meaning everything that does not add value.

Hoshin Kanri is a strategic planning tool that aims to align the organization in the pursuit of strategic objectives.

1. Define the identity of the organization: mission, vision, evaluation of competitiveness.
2. Establish strategic lines: the deployment of functional categories that the company needs in order to improve its operation.
3. Establish the strategic objectives. These must be quantifiable, challenging and achievable.
4. Generate strategies: how should the strategic objectives be achieved?

5. Define the key indicators of the organization: they will show us if the strategy employed is leading us towards attaining the strategic objectives.
6. Monitoring and control of all actions launched to achieve the objectives.
7. Periodic review of strategic objectives.

Lean Manufacturing is a management model which aims to identify and eliminate everything that does not add value (waste). It integrates the entire production structure and makes all the members of the organization participate in the system.

The methodology pursues the attainment of the operational objectives obtained from the application of the Hoshin Kanri strategy and transfers it to different hierarchical levels.

1. Definition of the production flow chart of the organization and marking out the competences of the different hierarchical levels and support departments.
2. Elaboration and validation of the standards of each critical process.
3. Establishment of key indicators (kpi) and operational objectives for each level.

4. Development of dashboards and the necessary tools for the control and monitoring of key indicators.
5. Development of the communication and action management system.
6. Application of the main tools to improve quality and productivity.
7. Launch of improvement workshops.

To increase the competitiveness of the organization it is necessary to have agile tools that allow the rapid implementation of Best Practices.

1. 5S (Orderliness and Cleaning):
Generate and maintain a clean and orderly work environment. This also enables the identification of waste and the inefficiency of the management.
2. SMED (Single Minute Exchange of Dies):
Reduction in the change time. Improved availability of resources and OEE (Overall Equipment Effectiveness).

3. VSM (Value Stream Mapping):
In-depth knowledge of the internal processes and the supply chain.
4. TPM (Total Productive Maintenance):
Autonomous, planned and quality maintenance.
5. Method of the 8 phases:
Multidisciplinary group work to solve problems or improve production standards.

An audit consists of carrying out a critical and objective analysis in order to assess the compliance with production standards and the established model of management. At the same time, any self-assessment helps detect hidden potentialities and ideas for improvement of the organization.

We develop customized audit models and provide support in the preparation of technical instructions.