"Process Excellence"


"Lean Manufacturing" – Lean production systems

Lean methodology is a technique inspired by the Toyota Production System, which aims to minimize any kind of wastes.
Born in Japan in the second half of the 50s, the approach focuses on the analysis of a production process and the elimination of the "muda" (waste) or on activities that do not add value to the customer, as waiting times, redundant activities, etc.
Over the years the method has become a real philosophy with the definition of "lean thinking" based on five key principles: Value, Value Stream, Flow, Pull and Perfection. The most common tools are:
  • 5S
  • Cell-Design
  • Continuous flow
  • Kaizen
  • Poka-Yoke
  • Single Minute Exchange od Die
  • Standard Work
  • Value Stream Map
  • Visual Management
"Lean Office" - Lean within Transactional field
Lean production ("Lean") was born in the manufacturing world but, thanks to its general principles, such as the focus on the value from the Customer (Internal or External) perspective and on eliminating waste, has vested interest in not productive sectors year over year. The immediacy and operational flexibility of the method has allowed an increasing usage also in the production support functions and the entire services sector (private and public).
The term Lean Office identifies the application of the "Lean" methodology in these areas where the benefits, so far obtained, have been often more significant results than in the productive sectors where the method had its origin. The most common tools are:
  • 5S
  • Customer first
  • Kaizen
  • Process Mapping
  • Standard Work
  • Strategy Deployment
  • Value Stream Organization
  • Visual Management
"Lean Accounting" - Lean in the management control system
The term Lean Accounting identifies the application of the "Lean" methodology to areas not normally covered by the standard case studies of project implementations. Lean Accounting and Lean Administration are alternative approaches to the traditional cost-accounting enterprise systems. They have many advantages, including a more immediate and direct correlation between company performances and individual processes, as well as a deep involvement of the administrative processes into the Lean transformation. The specific topics of this subjects are:
  • Budgeting Lean
  • Correlazione tra misure strategiche, del flusso del valore e di cella e di processo
  • Lean accounting nel Business Management System
  • Lean cost management
  • Misurazione delle performance in aziende che stiano implementando il Lean
  • Misure di performance di cella e di processo
  • Misure di performance strategiche e di value stream
"Lean Supply Chain" - The lean extended to the supply chain
The approach is the application of Lean models and tools to the Supply Chain management, extending management strategies and replenishment of materials from the point of use to the entire supply chain. Starting from concepts coming from procurement solutions Just In Time, the Lean Supply Chain will allow absolute advantages including improved on-time delivery and customer service, as well as a reduction of inventory stocks and the space required. Through the application of the "Lean Supply Chain" methodology it is possible to realize the Continuous Flow concept applied to the material flow, internal logistics by reducing handling activities and therefore costs. Tools related to this section are:
  • Plan For Every Part
  • Design and implementation of Milk-Run cycle for receiving, picking and delivery of materials
  • Integration with platforms and management systems
  • Introduction of kanban systems, inventory reorder point, safety stock
  • Locator system and stock mapping
  • Supermarket, Wip Market and Machine Optimizer
"Six-Sigma" methodology – Reduction of process variability
Methodology introduced by Motorola in the US in the second half of the 80s, it has spread to other major companies such as General Electric, Honeywell and Microsoft. The "Six Sigma" methodology is a very structured approach and a management organization model that aims to pursue excellence through continuous improvement cycle.
Through its five stages Define, Measure, Analyze, Improve and Control the main objective is to reduce the variability of the performances of a process in order to reduce the probability of defect generation (6 Sigma = 99.99966% of the performances will be free from defects - "right first time").
Six Sigma will help to strengthen the leadership of the company through:
  • The development and enhancement of human resources skills;
  • A systematic approach for measuring and analyze the level of service provided by any business process
  • Continuous improvement of internal processes
  • A dedicated focus on customer needs

Some of the Six Sigma tools:

  • Trend analysis
  • Correlation analysis
  • Regression analysis
  • Control Charts
  • Creative Thinking
  • Ishikawa Diagram (Cause & Effect)
  • DOE Design Of Experiment
  • Gauge R&R
  • Method 5 Whys
  • Process Sigma
  • Project Charter
  • Yield and process capability
  • Statistical Process Control
  • Hypothesis testing
"Lean Six Sigma" - Integrated development program
The Lean Six Sigma is the most effective approach thanks to the power of Six Sigma & Lean integration with the business model of different sized enterprises (SMEs, multinationals, etc.).
Excenter, thanks to the experience built year over year in different fields, will help the company to identify the best model of LSS development to support the business strategy.
Every system that generates an output, is limited by a factor, an internal constraint or a market constraint, which defines its overall capacity. The Theory of Constraints (TOC) provides a scientific method for identifying these limits, focusing actions to overcome them, and generate a robust planning process that focuses on what really matters: generate income today as well as in future. We have developed a software 'Drag & Plan' that makes the use of TOC natural and intuitive guiding the management in the phases of identification, planning, implementation of the change, as well as development and implementation of control measurements. Factors needed to win the race of competitiveness.
Methodology "TPM" - Total Productive Maintenance
The Total Productive Maintenance (TPM) is a methodology linked to the world of operational excellence focused on the technical aspects of the production processes. It aims to optimize the plant performances and production equipment through employees empowerment and their skills.
For this reason, the true owner of the methodology is not only the maintenance department, but the overall production system.
The development model is divided into "Pillars" and it has as basic concept a strong orientation to the culture of "waste elimination" and the restoring of processes/machines (standard) basic conditions. Each pillar is focused on the elimination of specific losses through the usage of an appropriate route of improvement and the setup of a specific set of objectives.
The OEE (Overall Equipment Effectiveness) performance indicator is definitely one of the most significant parameter of the methodology.
The pillars will affect all business functions, starting from the operator to the top management.
The TPM operates through the activities of small working groups, which address continuous improvement actions.
Some of the applicable tools/methods:
  • Fault Tree Analysis
  • Autonomous Maintenance
  • FMEA
  • Downtime measurements
  • MTBF (Mean Time Between Failure)
  • Uptime measurements
  • One Point Lesson
  • Computer Maintenance System
  • Overall Equipment Effectiveness
  • Predictive Maintenance
  • Preventive Maintenance
"WCM" - World Class Manufacturing
The WCM - World Class Manufacturing - is a methodology that aims to continuously improve the performance of manufacturing processes by eliminating waste and improving the quality, safety, working conditions of the people, respect for the environment.
The methodology comes from a strong integration of methods such as TPM (Total Productive Maintenance), Lean Manufacturing (Lean Manufacturing) and Total Quality Management.
The strategy of WCM structuring starts from the so-called Cost Deployment. The activities (Kaizen), that all teams will realize, will always be oriented to the slogan "Zero accidents, Zero defects, Zero failures" but strongly focused to a general plant costs reduction goal.
The approach requires the interaction with the whole organization of the company, starting from the aspects of safety and continuing with quality and maintenance, optimizing logistics and workplace organization.
WCM, developed in the United States, was adopted in the Fiat Group since 2005. The company AD has always considered the methodology one of the strategic pillars for sustainable results and competitiveness of the group.