18 novembre 2015 § Lascia un commento
In questo momento c’è una grande “moda” nei sistemi di organizzazione aziendale, definita sotto il nome di LEAN..
Ma quanti realmente sanno cosa vuol dire? quanto hanno praticato il metodo e applicato più e più volte? quanti sono in grado di capire profondamente il significato di questo METODO o come amo definirla FILOSOFIA?
Per prima cosa ci tengo ad evidenziare il fatto che tutti parlano continuamente di LEAN PRODUCTION, mentre si deve parlare di LEAN ORGANIZATION, la parte di produzione è solamete una parte, e spesso piccola ma la parte struttura e i processi precendenti sono quelli che fanno si che il sistema possano funzionare.
Purtroppo non esiste una vera e propria certificazione, ma è facile capire chi lo sa fare e chi no, basta metterlo alla prova in campo, o nel gemba come dice il metodo, e sarete in grado di capire tutto.
Oggi le aziende non hanno bisogno di solo metodo, solo formazione, o solo tecnici, ma hanno bisogno di persone che attraverso una visione esterna, proveniente da esperienze differenti, ma con base tecnica (e non parlo solo di meccanica, ingegneria, fiscale….) siano in grado di dare un supporto concreto basata su numeri e dimostrazioni che le azioni e il cambiamento si può fare, e perchè no si sappiamo mettere in gioco e si prendano le dovute responsabilità anche dirette.
Perchè dico questo, in questo momento sul mercato si trovano tante persone che si inventano specialisti del metodo o propongono attività, dopo aver letto 5 libri e applicato per qualche mese in aziende che lo applicano da anni, e credo di sapere tutto – RISULTATO= le aziende e le persone perdono fiducia nel metodo/filosofia e dicono “da noi non funziona”.
Ebbene, il miglioramento continuo FUNZIONA, e funziona nel lavoro come nella vita personale, è sufficiente utilizzare tutti gli ingredienti corretti non solo l’analisi e lo sviluppo del processo…c’è tanto altro.
Prima di credere oggi c’è la necessità di vedere e toccare con mano, solo così potrete capire se affidarvi ad un team di persone che vi possano supportare nel cambiamento – da soli non possiamo raggiungere obiettivi importanti, possiamo di certo fare piccole modifiche e qualche cambiamento, ma sono sufficienti per rimanere sul mercato?!
Vivete il miglioramento, portatelo con voi, e potrete vivere al meglio la vostra vita.
guarda il video
30 luglio 2014 § Lascia un commento
Non voglio dilungarmi o fare lunghe introduzioni… Vi auguro buona visione e attendiamo i vs commenti https://www.youtube.com/watch?v=hLxQ7MJuCAk
25 luglio 2014 § Lascia un commento
Who don’t know BOEING?! the company that produce the airplane like Ryanair..then in the last almost 20 years they are moving on lean organization approach..
it’s true they have make some mistake in the past, but they are able to move on faster that anyone to solve the problem and have happy customer..
We can say that the lean organization work?!
Boeing Boosts 2014 Profit Forecast after Solid Quarter
“With 783 new commercial airplane orders to date this year and significant contracts in the quarter for military aircraft and satellites, our backlog remains large and diverse,” said CEO Jim McNerney.
WASHINGTON — After a strong second quarter that saw profit soar 52% on higher jetliner deliveries, Boeing (IW 500/13) on Wednesday raised its full-year profit outlook.
Boeing posted net profit of $1.65 billion for the April-June quarter, up from $1.09 billion in the year-ago quarter.
Core earnings per share rose 45%o $2.42, soundly beating analyst estimates of $2.01.
Boeing said it delivered 181 jetliners in the second quarter, an increase of 7.1% from 169 aircraft a year earlier amid solid demand from airlines.
The company raised its 2014 full-year forecast to core earnings per share between $7.90 and $8.10, from $7.15 to $7.35, citing in part its “positive market outlook.”
“Strong operating performance across our production programs and services businesses drove revenue and earnings-per-share growth and healthy operating cash flow,” said Boeing’s CEO Jim McNerney.
“With 783 new commercial airplane orders to date this year and significant contracts in the quarter for military aircraft and satellites, our backlog remains large and diverse.”
During the second quarter, the commercial aircraft division booked 264 net orders, bringing the orders backlog to 5,200 airplanes, valued at a record $377 billion, the company said.
Boeing said it expected to deliver between 715 and 725 jetliners this year.
Revenues at the world’s largest aerospace company rose 1% to $22.05 billion.
The commercial aircraft division scored a 5% rise in revenues, to $14.30 billion.
Revenues at the smaller defense, space and security division fell 5.4% to $7.75 billion, reflecting lower U.S. defense spending in the wake of budget cuts.
The second-quarter results included a $272 million after-tax charge to reflect additional work on the KC-46A Tanker program for the U.S. Air Force, and a total of $524 million in tax benefits.
Boeing said it repurchased 11.4 million shares for $1.5 billion during the second quarter and raised its dividend payments by about 50%. It expects to spend the remaining $6.8 billion in the current share buyback program over the next two years.
11 giugno 2012 § Lascia un commento
Anche la Nike è stata coinvolta nel circolo “vizioso” della LEAN, e a quanto pare con ottimi risultati…ma non c’è da stupirsi, giusto??- non sono i primi e non saranno gli ultimi, ma vi possiamo confermare in prima persona, in quanto abbiamo già sviluppato attività di questo tipo che sono risultati che si possono ottenere
Nike has reaped the benefits of moving to ‘lean’ manufacturing with shorter lead times and fewer product defects in its supply chain.
The sportswear brand’s FY10/11 Sustainable Business Performance Summary, explained by adopting a lean approach – which it described as ‘better manufacturing’ that reduced wasted materials and time – the company’s supply chain has operated more efficiently. The report explained the company had worked to eliminate waste, lost time and lost material from its processes as part of its sustainability agenda.
The report said contracted factories which adopted the lean approach showed defect rates 50 per cent lower than those that didn’t. It also revealed delivery lead times from lean factories were, on average, 40 per cent quicker. Productivity increases of 10 to 20 per cent and a reduction in the time taken to introduce a new model by 30 per cent were also reported from lean factories.
Mark Parker, CEO and President at Nike, said in a statement: “Sustainability at Nike means being laser-focused on evolving our business model to deliver profitable growth while leveraging the efficiencies of lean manufacturing, minimizing our environmental impact and using the tools available to us to bring about positive change across out entire supply chain.”
During the year, the company collaborated with a number of NGOs and fellow manufacturers on initiatives and projects relating to sustainability. This included working with the Fair Labor Association to create key performance indicators on labour and sustainable sourcing and launching the Sustainable Apparel Coalition with the US Environmental Protection Agency and other footwear brands, retailers and manufacturers
12 gennaio 2012 § Lascia un commento
Sono a sottoporvi una breve ma corretta spiegazione di cosa sia il Takt Time; per gli appassionati di Lean Organization un argomento che si tratta continuamente ma a cui pochi sanno dare una corretta spiegazione.
Ma voi, come definire la richiesta dei vostri Clienti/Mercato??
Per adesso vediamo con quale ritmo dobbiamo rispondere
Takt time can be defined as the maximum time allowed to produce a product in order to meet demand. Here’s the lowdown on how you can apply it.
It is derived from the German word taktzeit which translates to clock cycle. The pace of production flow would then be set based on this takt time. Product flow is expected to fall within a pace that is less than or equal to the takt time. In a lean manufacturing environment, the pace time is set equal to the takt time. A similar but alternative definition can be found here
How is Takt Time established?
What is Takt Time?
The customers buying rate establishes Takt Time. It’s the rate at which the customer buys your product. It is calculated as the net available production time (the amount of time available for work to be done. This excludes break times and any expected stoppage time) divided by customer demand. It provides the heartbeat of a lean production system.
Improving Takt Time
Takt time isn’t “improved.” Cycle time is improved. Takt time is the amount of time “allowed” to complete a work sequence. Cycle time is what is “required” to complete a work sequence. We can reduce the Cycle Time and the content of the work involved in that Cycle, such as reducing or eliminating waste and non-value added steps, thereby influencing the Takt Time, or overall beat of the line. Specifically, we can do the following:
Reduce Idle Time
Reduce set-up time
Reduce or eliminate waste
Better manage constraints
14 dicembre 2011 § Lascia un commento
Di seguito un articolo preso da http://www.mylife-coach.net/1793/psychic-powers-silent-lucidity-of-your-mind/ dove si parla di mente e corpo e l’importanza di stare bene per poter ottenere grandi risultati
Questo tipo di approccio vale anche nei percorsi di miglioramento continuo, nell’applicazione della Lean organization, in quanto essere fisicamente in forma permette di ottener grandi prestazioni anche in campo lavorativo in quanto possiamo avere il supporto di mente e corpo contemporaneamente; in Italia, tendiamo a sorridere quando veniamo a sapere che i giapponesi prima di iniziare a lavorare fanno ginnastica e al termine fanno streching, ma ci siamo mai chiesti perché?
Vi lascio alla lettura
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Powers for a cause: Interpretation is really a great method to create your power. Attempt to apply your skills for the betterment of the culture. If you can manage any situation, people will treat you as a scholar and produce a faith inside your passion. Moreover, you’ll also really feel the essence from the power for a great cause. Sharing positivism is a great factor to master the fine art.To upgrade yourself using the paranormal activities, you can consider the reference from the pursuing book list which will information you in a better way.1. Discover Your Psychic Kind: Building and Using Your Organic Intuitiontwo. You are Psychic: The Fine art of Clairvoyant Reading & Healing3. Awakening Your Psychic Powers: Open Your Inner Mind And Control Your Psychic Intuition Today (Edgar Cayce Guides)
27 settembre 2011 § Lascia un commento
Just because lean production was made popular almost 100 years ago does not mean that it is any less relevant in today’s modern business world. This strategy is still widely studied and widely sought after by businesses and industries all around the world.
The goal for lean is straight forward: reduce the amount of waste to increase production and profit. However, this strategy must be driven by the business’ employees. In order for this to happen, they have to possess pride in their work and be encouraged to talk about the problems they are encountering. Communication is key in the working environment. It enables issues to be addressed and down time to be reduced.
Every single business can benefit from lean, because the aim is to completely eliminate waste. Waste does not mean garbage, instead it could be an unnecessary production step or a disorganized work space. The goal is to take the current production flow and streamline it by removing the waste. For a business, waste can cost a lot of money and can cause down time. With a better production flow, an increased level of output will lead to a larger profit.
In theory, the idea of lean is relatively easy to grasp. But the steps that must be taken to implement it require a great deal of consistency, otherwise it will not work. It is very important the employees feel empowered and proud of the work that perform. Employees with a high level of job satisfaction will offer more output.
The key is to ensure that the business does not revert back to its old production methods. This can be achieved with regular reviews of the production flow. Any problems must be addressed immediately and changes must be made. This will lead to higher levels of production, less waste and more income.