Il Production System come fonte di vantaggio competitivo e...
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GLM Summit 2015Il Production System come fonte di vantaggio competitivo e i fattorichiave per un’implementazioneefficace
Documento riservato
Ivan Lavatelli
18 November 2015
1 PwC Overview – Focus on Advisory Operations Services 1
2 The “Production System” concept 6
3 The Production System implementation: a transformational journey 16
4 Example of an Operating Model framework 21
5 A good starting point: Audit Bellafactory - assessment on operating model 24
6 Contacts 28
Contents
PaginaSezione Titolo
PwC
18 November 2015
PwC Overview – Focus on Advisory Operations Services
Section 1
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
fattori chiave per un’implementazione efficace
PwC
18 November 2015
Ivan Lavatelli
Ivan Lavatelli – Executive Director PwC Advisory - Operations
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
fattori chiave per un’implementazione efficace
Section 1 – PwC Overview – Focus on Advisory Operations Services
https://it.linkedin.com/pub/ivan-lavatelli/10/abb/b68
Direct: +39 02 66720309 | Mobile: +39 348 2298332Email: [email protected] Advisory SpAVia Monte Rosa, 91, 20149 Milano, Italy
Main Projects
100+ mfg sites
with projects (& 200+ sites visited)
15+ years of
consulting experience
OPEX & SCM expertise
AUTO & IP Automotive & Industrial Products
Sub Industry ClientCountry (and number of sites
with projects) 20
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VOLKSWAGEN - AUDI Belgium (1)
FCA (Fiat, Chrysler) Ita (7), Pol (1), Bra (1)
CNHI (Case, New Holland, Iveco) Ita (6), Pol (1), Ger (3), Fra (1), Spa (2)
LAMBORGHINI Ita (1)
OLSA S.p.a Ita (2), Pol (1)
JOHNSON CONTROLS Fra (1)
JOHNSON ELECTRIC Ita (1)
BOSCH Diesel Technologies Ita (1)
FPT Technologies / FPT Industrial Ita (5), Pol (2), Fra (1), Bra (2)
Magneti Marelli Ita (4), Slo (2), Pol (2), Fra (2), Bra (2)
DENSO T-S (Toyota Group) Ita (1), Por (1)
Linde Refrigeration Ita (2)
Whirlpool-Indesit Ita (6)
BSH - Bosch Siemens Hausgeraete Spa (3), Ger (1)
Alstom Transport Ita (2)
Kion Group (OM - Linde - Still) Ita (2)
Pietro Beretta Fabbrica d'armi Ita (2)
Alenia Aermacchi Ita (3)
Tesmec Ita (2)
Gardner Denver Ita (2)
Tetra Pak Ita (4), Austria (1)
INDUSTRIAL
MANU-
FACTURING
AUTOMOTIVE
OEMs
AUTOMOTIVE
TIER 1
PwC
18 November 2015
Ivan Lavatelli
PwC at a glance
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i fattori chiave per un’implementazione efficace
Section 1 – PwC Overview – Focus on Advisory Operations Services
157countries
US$35,4 billion revenues for the fiscal year ended 30 June 2015 (Global)
776locations
208,000 people
US$11,2 billion revenues for the fiscal year ended 30 June 2015 (Advisory)
PwC
18 November 2015
Ivan Lavatelli
PwC leverages unparalleled operational capabilities to help clients rapidly close the gap between ideas and results
Operations Strategy & Transformation
Service Operations
Product Innovation & Development
AssetLifecycle Management
Production &Supply Chain Operations
Procurement & Sourcing
Global Reach,Local Delivery
TechnologyEnablement
SeamlessCapabilities
TransformationalChange
Operational breath and depth…
Tax Optimized Leveraged in Valuations & Due Diligence
Delivering Deal Value (PMI)
Business Restructuring (Turnarounds)
… in all sectors
• Aerospace & defence
• Asset management
• Automotive
• Banking & capital markets
• Capital projects & infrastructure
• Chemicals
• Communications
• Energy, utilities & mining
• Engineering & construction
• Entertainment & media
• Financial services
• Forest, paper & packaging
• Government/public service
• Healthcare
• Hospitality & leisure
• Industrial manufacturing
• Insurance
• Metals
• Pharmaceuticals & life sciences
• Retail & consumer
• Technology
• Transportation & logistics
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i fattori chiave per un’implementazione efficace
Section 1 – PwC Overview – Focus on Advisory Operations Services
PwC
18 November 2015
Ivan Lavatelli
We have built the premier Operations consultancy providing a powerful mix of strategy and execution
5GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i fattori chiave per un’implementazione efficace
Mar 2012Strategy, Customer, Digital
Analytics
Sep 2013Digital Strategy, Analytics,
Creative and Technology
Aug 2011Operational Strategy,
Product & Service
Innovation, Supply Chain
Innovation, Customer
Experience
Mar 2014Strategy, Operations,
Supply Chain,
Jun 2009Technology Consulting
Dec 2009Supply Chain
,Strategic Sourcing,
Sustainable Cost
Reduction
Dec 2010Capital Projects &
Infrastructure
Aug 2011Supply Chain Strategy,
Performance Analytics
Dec 2011Supply Chain Management,
Multi-Technology Solution
Sep 2012Social Media, Digital
Marketing
Nov 2010Strategy, Operations,
Customer , Analytics,
Technology Consulting
Aug 2011Supply Chain, Finance,
Human Capital,
Technology Consulting
Section 1 – PwC Overview – Focus on Advisory Operations Services
PwC
18 November 2015
The “Production System” conceptSection 2
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
fattori chiave per un’implementazione efficace
The Production System is an integrated socio-technical system, that comprises management philosophy and practices. It organizes manufacturing and logistics, including interaction with suppliers and customers.The TPS (Toyota Production System), first organic arrangement of company-specific improvement approaches, is a major precursor of the more generic “Lean Manufacturing” implementations.In recent years, several companies developed customized approaches to their own Operations Management, creating different customized Production Systems (XPS*).
(*) Note XPS: company-specific production system. The ‘X’ stands for the company’s name, and ‘PS’ stands for production system or equivalent. Examples are the Bosch Production System, Caterpillar Production System, Whirlpool Production System.
PwC
18 November 2015
Ivan Lavatelli
Structural elements of a Production System
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
fattori chiave per un’implementazione efficace
Section 2 – The “Production System” concept
• Specific instrument to perform a well defined task (i.e. 5S, 5Whys, Heijunka board, Pareto, Poka-Yoke, QA-Matrix, VSM, etc.)
Tools
• Step-by-step paths to address a particular problem resolution (i.e. Method Design Concept, SMED, Assembly Line Design)
Improvement routes/Approaches
• Cross functional team of people. The pillar is the owner of specific KPIs
• Pillar development follows a step-by-step path (route)
Pillars/Elements
• The typical tool/route implementation has 3 phases: pilot (model area), extension (increased scope), expansion (plant-wide diffusion)
Implementation Mode
• Are periodically checked (typically at pillar level).
• They are assigned comparing the audited state against standard Maturity Statements
Audit scores
• Personal score cards and variable compensation are based upon achievement of specific targets (Audit scores)
Reward System
• Real company-specific (or industry-specific) cases of excellence, serving as a reference for continuous improvement
Best Practices
• Know-How is made available on shared platforms (i.e. intranet)
• Multi-level learning routes to sustain the culture of continuous improvement
Learning System and Knowledge Bank
From a review of 30 different XPSs from global industrial players, we can summarize the typical structural elements of any production system:
PwC
18 November 2015
Ivan Lavatelli
XPS principles are not rocket science but every Production System requires customization to be effective
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
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Section 2 – The “Production System” concept
In our survey we observed that XPS graphical representation may vary: temples, arrows, pyramids,…
…but the following common conclusions can be drawn:• Companies look for standardization in their XPSs• All the principles and tools are originated from TPS
(Toyota Production System) and are easily accessible• The long lasting XPSs have a direct and
measurable impact on the company profitability
• The buy-in of a XPS increases with its fit with specific industry peculiarities
47%
50%
50%
57%
60%
63%
67%
67%
70%
77%
83%
93%
0% 20% 40% 60% 80% 100%
Just-in-Time
Stability and robustness
Workplace management
Customer focus
Visualisation
Employee involvement
Flow orientation
Value stream
Pull System
Quality programs
Kaizen /Cl
Standardized work
Percentage of XPSs with tool/principle in use
Source: Netland, T.H. Exploring the phenomenon of company-specific production
systems: One-best-way or own-best-way? XPS principles in use among 30
multinational firms
APS EMS IME VPS
WCM WPS TPS
PwC
18 November 2015
Ivan Lavatelli
Why a Corporate Production System?
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fattori chiave per un’implementazione efficace
Section 2 – The “Production System” concept
XPS Content Qualification (Concepts used)
Inimitable Rare Valuable
Organisational
capabilities
(Enabler - Must Have)
Sustained
Competitive
Advantage
Temporary
Competitive
Advantage
Competitive
Parity
+ Superior Speed
Sustained
Competitive
Advantage
Temporary
Competitive
Advantage
Temporary
Competitive
Advantage
+ Superior Speed
+ Superior Fit
Sustained
Competitive
Advantage
Sustained
Competitive
Advantage
Sustained
Competitive
Advantage
None of the typical contents/tools of any Production System can be considered per se anymore "Inimitable" nor "Rare" a Sustained Competitive Advantage can be reached in the Current playground only when the implementation and roll-out of the XPS is done:
• With Superior Speed• With Superior Fit with specific
industry key success factors
Competitive Advantage Evaluation Framework
Early Adopters(e.g. Toyota)
CurrentPlayground
(*) Note XPS: company-specific production system. The ‘X’ stands for the company’s name, and ‘PS’ stands for production system or equivalent. Examples are the Bosch Production System, Caterpillar Production System, Whirlpool Production System.
When does a XPS(*) provide a competitive advantage?
Develop Company potential, leveraging a standardized body of knowledge, tools and approaches in order to sustain continuous improvement
PwC
18 November 2015
Ivan Lavatelli
Many companies tried to implement their Production System but failed
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
fattori chiave per un’implementazione efficace
Section 2 – The “Production System” concept
• Results tomorrow, Lean used as a restructuring approach• No patience, no resources• No vision, no targets
It is seen as short-term program
• Management doesn’t walk the talk• Management not willing to manage/solve roadblocks
Missing leadership
• No clear target defined• Consequences not thought through• No clear answer on how to handle over-staff tomorrow
Lean introduced out of a management hype
• “We did a 5S workshop – we are lean!”• No dedicated team, insufficient team qualification• Targeting for 6 Sigma quality (99.99966%) without SPC
Focus on tools only
• Solve problems with “more people”• Resistance against transparency• Lack of focus on the soft / human factors
Fight symptoms instead of root-causes
Main Reasons of failures:
PwC
18 November 2015
Ivan Lavatelli
Which are the roadblocks preventing Production System adoption?
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Section 2 – The “Production System” concept
Implementation Depth
Shallow Deep
Fit of the concept
with Plants
situation
High (Global Standards)
ACT(as in a Comedy)
ADOPT
Low (Local Contingencies)
AVOID ADAPT
Note: the response-behaviour from the plant can be different for each concept/pillar
Concepts tailoring
Sound Standards
"Close the Loop" with Financials
The "4As" Model describes the plant response-behaviour vs. the implementation of any Company-Specific Production System concept.Possible responses are:
•Since the concept fit to the plant situation is limited, adaptation is needed in order to cope with required global conformity
•Concept is plain rejected
•This is the ideal response model for most concepts
• "Pink Factory syndrome": the plant follows a ceremonial adoption of XPS principles
ACT ADOPT
ADAPTAVOID
“4As” Model: Plant response mode to specific concept/pillar
Pressure from HQ
PwC
18 November 2015
Ivan Lavatelli
The "Act" response mode and the Pink Factories SyndromeSymptoms, Effects & Countermeasures
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
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Section 2 – The “Production System” concept
Symptoms1. XPS-related activities are performed intensively only the weeks before the HQ Audit, and
not as a regular routine2. Makes superficial use of standards in evaluating improvements, neglecting to fully
represent the end-to-end effect of the project activities (fundamentalist approach – e.g. no forklift within the plant; 100% kitting; material sequencing)
3. Emphasises visual effects in the factory more than actual improvements4. Engages into trainings that does not really transfer into real improvements in the shop
floor
Effects:• Boosting managers' internal careers• Creating the perception of a quality product/process when
seen from outsideThis tends to happen because of:• The objective difficulty of measuring with an end-to-end
perspective the real effects of the improvements • The conflicting status of the plant people vs the HQ can derive a
short-term benefit from promoting the "Pink Factory Comedy“
From the Company perspective, such ceremonial adoption must be regarded as undesirable, because it does not realise the sought-after operational improvement and no (or limited) economic return is originated
Countermeasures:1. Cost & Benefit Deployment (see
next slides), linking systematically operational with financial effects of the improvement initiatives (Saving Monitoring System)
2. Sound standards (accuracy and coverage) to set the base for performance measurements
3. Active Learning Program, structured with classroom and on-the-field applications, making trainees accountable for resultsgenerated by their improvement project-works
PwC
18 November 2015
Ivan Lavatelli
Case 1: Pretending applying “Lean” but not closing the loop on the bottom line
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Section 2 – The “Production System” concept
100
104 101
97
102
80
85
90
95
100
105
110
115
2008 2009 2010 2011 2012E
RATIO STOCK/COSTO VENDUTO
100 99 101
97 99
80
85
90
95
100
105
110
115
2008 2009 2010 2011 2012E
DIM. LOTTO MEDIO PRODUZIONE
100 101
106 108 108
80
85
90
95
100
105
110
115
2008 2009 2010 2011 2012E
COD. DIVERSI DOMANDATI / SETT.
100 98
88 89 86
80
85
90
95
100
105
110
115
2008 2009 2010 2011 2012E
COD. DIVERSI PRODOTTI / SETT.
Inventory Investment Batch Size
Demand-Side required flexibility Supply-Side demonstrated flexibility
Cit: …we’re applying “lean” but we’re losing market share because of poor service level…
PwC
18 November 2015
Ivan Lavatelli
Case 2: Multi-plant OPEX program and effects by plantA success case, but we can read a lot of interesting patterns in improvement trends
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Section 2 – The “Production System” concept
Improvement opportunities are greater when starting point is bad
Pay attention to lack of delivery consistency
With same effort level, results may be different (external factors are also
contributing to distortion)
5 plants /4 countries
“Fast Lane” projects anticipating formal Production System introduction
“Lean Flow Redesign” projects,
focusing on S&OP + RCCP + mat mgmt + cell design
PwC
18 November 2015
Ivan Lavatelli
Effort vs. Benefit ratio depends on the starting point
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Section 2 – The “Production System” concept
Starting “Maturity Level”Area X
Starting “Maturity Level”Area Y
Starting “Maturity Level”Area Z
Be
ne
fit
Effort / Maturity Level
Gold-plating zoneQuick wins
… by the way, pay attention that a certain Maturity Level could be mandatory to stay in the business in some areas!
PwC
18 November 2015
The Production System implementation: a transformational journey
Section 3
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
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PwC
18 November 2015
Ivan Lavatelli
Needed attitudes for successful implementation
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Section 3 – The Production System implementation: a transformational journey
Rooting out waste is integral part of every
worker’s job
Specify the work -explicit the implicit
Use data to get buy-in
Resolve disagreements with facts, not opinions
Look for repeatable/reusable
approaches, and code them
Address problems quickly and directly –
and fix it (who created the problem
should fix it)
Solve problems as soon as they emerge
Plan for incremental journey
Engage your managers
Main message: “the Program is here to stay”… and remember, Persistence, not Genius, is the key!
Problem-facing
attitude
Structuring attitude
Management attitude
PwC
18 November 2015
Ivan Lavatelli
Distinctive Elements in a successful Production System implementation
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fattori chiave per un’implementazione efficace
Reward system linked with XPS scores (Audit system)
Engineered and solid cost and benefit deployment based on sound standards
Independent audit procedure
Strong organization with clear roles and responsibilities (functions-pillars-project teams)
1
2
3
4
Section 3 – The Production System implementation: a transformational journey
PwC
18 November 2015
Ivan Lavatelli
Key factors for a successful improvement program
A balanced improvement program must take into account several key aspects in order to be effective:
Robustness:
• Consistently follow the standard implementation paths and organizational measures contained in the Production System framework in order to systematically leverage existing industry best practices and body of knowledge
• Contribute to evolve the maturity of the organization
• Be aligned with the global targets of the company/group
Agility:
• Give priority to attack evident weak areas in a short-term timeframe through “fast lane” projects
• Gain consensus around implementation activities producing tangible improvements
• Remove primary roadblocks that could prevent the effectiveness of the overall improvement program
Self-sustainability:
• The company resources must develop ownership with respect to the implementation routes and the improvement tools
• At the end of the program, the company must be self-sufficient in the carry out of the continuous improvement process and in the integration of new tools / new resources
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Section 3 – The Production System implementation: a transformational journey
PwC
18 November 2015
Ivan Lavatelli
Improvement RoadMap: Knowledge Transfer and “Quick-Wins” take place in parallel to Production System implementation
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Section 3 – The Production System implementation: a transformational journey
Management Leadership Training
Start
Design Construct Implement Operate & ReviewStrategy & Assess
Check-up(OMA - Operations
Maturity Assessment)
Production System (*) Blue-print
Pilot Stabilization
Plant pillars introduction
Expansion
Check-up Report
Start + 3M
Foundation
Work-Shop
Expa-nsionWork-Shop
Stabili-zationWork-Shop
PilotTeams
PillarTeams
Pillar Leaders
Fast Lane (Quick-win) activities
2 weeks
Managerial training + coaching
Technical training + coaching
Start + 6/9M Start + 18/24M
Production System stream
Robustness
Fast Lane stream
Agility
Knowledge Transfer stream
Self-sustainability
(*) See later-on for details
PwC
18 November 2015
Example of an Operating Model framework
Section 4
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i
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PwC
18 November 2015
Ivan Lavatelli
Manufacturing Operating Model (*)
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GLM Summit 2015 • Il Production System come fonte di vantaggio competitivo e i fattori chiave per un’implementazione efficace
Section 4 – Example of an Operating Model framework
Manufacturing Pillars
IMPROVEMENT ROUTES
FO
CU
SE
D I
MP
RO
VE
ME
NT
COST & BENEFIT DEPLOYMENT
STRATEGY AND PRINCIPLES
TOOLS
STANDARDS AND BEST PRACTICES
CHANGE MANAGEMENT, LEADERSHIP AND EDUCATION
AU
TO
NO
MO
US
M
AN
AG
EM
EN
T
PR
OF
ES
SIO
NA
L
MA
INT
EN
AN
CE
PR
OG
RE
SS
IVE
QU
AL
ITY
WO
RK
PL
AC
E
OR
GA
NIZ
AT
ION
LE
AN
FL
OW
PR
OD
UC
T-P
RO
CE
SS
IN
TE
GR
AT
ION
SA
FE
TY
AN
D
EN
VIR
ON
ME
NT
TR
AIN
ING
AN
D
ED
UC
AT
ION
COO
(*)Note: The Operating Model is the result of a benchmark done on 30 production systems; it has no specific reference to any existing structure. It is just the common framework that, under different shapes and implementations, can be found in World Class Companies.
PwC
18 November 2015
Ivan Lavatelli
Pillar Implementation: 7 Steps Approach
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Section 4 – Example of an Operating Model framework
A pillar is a cross functional team of people. The pillar is the owner of specific KPIs and guides the improvement teams in the application of the pillar specific improvement routes. The pillar evolution has 3 main phases (reactive – preventive – proactive) following a specific and structured 7-step path:
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
1 2 3 4 5 6
Step 7
7
Reactive Preventive Proactive
Assess & Restore Set and Apply countermeasures
Manage & AuditTraining & active Monitoring
Improve & Cross-check
Standardize Consolidate & Optimize
Pillar evolution steps (examples):
PwC
18 November 2015
A good starting point: Audit Bellafactory -assessment on operating model
Section 5
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Cost & Benefit Deployment
Lean Flow
Workplace Organization
Health & Safety
Focused Improvement
Autonomous Management
Professional Maintenance
Product-Process Integration
Progressive Quality
Passi specifici di pilastro
Visual Management
Pianificazione
Attività & Responsabilità
Meeting
Competenze
Metodologie
Consuntivazione Risultati
1
2
3
4
5
6
7
0 - 4
0 - 4
0 - 4
0 - 4
0 - 4
0 - 4
0 - 4
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
1
2
3
4
5
6
7
0 - 4
0 - 4
0 - 4
0 - 4
0 - 4
0 - 4
0 - 4
Punteggio finale*
0 - 4
* Media pesata del punteggio di ciascunadomanda
Domande organizzative di carattere generale
Modello Operativo - Procedura di Valutazione
Training &
Education
Valutazione Organizzazione del Pilastro Valutazione stato evolutivo del Pilastro
Struttura Audit Bellafactory
Punteggio finale *
0 - 4
• Media pesata del punteggio di ciascun pilastro(parte organizzativa + parte evolutiva)
Modello Operativo - Procedura di Valutazione
0 – 4
0 – 4
0 – 4
0 – 4
0 – 4
0 – 4
0 – 4
0 – 4
0 – 4
0 – 4
Cost & Benefit Deployment
Lean Flow
Workplace Organization
Health & Safety
Focused Improvement
Professional Maintenance
Progressive Quality
Training &
Education
Autonomous Management
Product-Process Integration
Struttura Audit Bellafactory
BellaFactory award
La certificazione BellaFactory inizia dal punteggio minimo di 2,0 punti (1 Bollino Blu). 4 Bollini Blusignificano un livello di sostenibilità World Class Productivity. L’Award sarà assegnato alle fabbrichemigliori nella propria categoria (BLU FACTORY)
Il sistema di rating
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Ivan Lavatelli
Executive DirectorOperations
PwC AdvisoryMobile: +39 [email protected]