Lean in Italy

Istituto Lean Management ©Istituto Lean Management © 202x

Lean in Italy

Bratislava, 2021 September 28th

Roberto Ronzani

[email protected]

Istituto Lean Management ©

History of “Lean“ in Italy

Once upon a time…..


History of “Lean“ in ItalyL’evoluzione storica del lean movement in Italia

Circoli qualità

1972 Snia

1978 Ire IGNIS

Galgano

TQM

CWQC

1980s

Galgano

IMVP MIT

Womack & Jones

Lean

Production

Fabbrica

Integrata

Telos

FIAT

Melfi

1993

SKF

Electrolux

Merloni

TPM

Yamashina

Pirelli

Indesit

Ansaldo WCM

WCOM

Efeso

Toyota

Shingijutsu Porsche

FIAT

Marentino

1989

FIAT

FAPS

2001

FIAT

WCM

2006

Porsche

consulting

Ducati

Bonfiglioli

1970 1980 1990 2000 2010

Shingo

Monden

Schoenberger

LEI- USA 1997

LEC/LEA-UK 1997

CLEC

CUOA 2006

Brembo Porsche Akademies

Bergamo

JMA JMAC JMAC 1988

Europe

Koudate

MIT LAI

Boeing

Finmeccanica

Alenia

Lean Club varese

Kart factory 2009

McKinsey LEF

Pordenone

Attività accademiche

Ricerca e formazione

universitaria

•Politecnico Milano

•Politecnico Torino

•Università Ca’Foscari

•Università di Padova

•Università di Udine

•Università di Torino

•LIUC

•Bocconi

Istituto

Lean Management

L’evoluzione storica del lean movement in Italia

Circoli qualità

1972 Snia

1978 Ire IGNIS

Galgano

TQM

CWQC

1980s

Galgano

IMVP MIT

Womack & Jones

Lean

Production

Fabbrica

Integrata

Telos

FIAT

Melfi

1993

SKF

Electrolux

Merloni

TPM

Yamashina

Pirelli

Indesit

Ansaldo WCM

WCOM

Efeso

Toyota

Shingijutsu Porsche

FIAT

Marentino

1989

FIAT

FAPS

2001

FIAT

WCM

2006

Porsche

consulting

Ducati

Bonfiglioli

1970 1980 1990 2000 2010

Shingo

Monden

Schoenberger

LEI- USA 1997

LEC/LEA-UK 1997

CLEC

CUOA 2006


Bergamo

JMA JMAC JMAC 1988

Europe

Koudate

MIT LAI

Boeing

Finmeccanica

Alenia

Lean Club varese

Kart factory 2009

McKinsey LEF

Pordenone



universitaria







•LIUC

•Bocconi

Istituto

Lean Management

First “wave“


First “wave“1st Quality Circle (SNIA Viscosa - 1972)

Along 80’; spread in different companies and sectors (400 QC

involving only 2% of employies of such companies)

—> QC didn’t work

• insufficient knowledge of model,

• no managerial support,

• inadequate training about problem solving

Quality not considered as priority issue by management



Circoli qualità

1972 Snia

1978 Ire IGNIS

Galgano

TQM

CWQC

1980s

Galgano

IMVP MIT

Womack & Jones

Lean

Production

Fabbrica

Integrata

Telos

FIAT

Melfi

1993

SKF

Electrolux

Merloni

TPM

Yamashina

Pirelli

Indesit

Ansaldo WCM

WCOM

Efeso

Toyota

Shingijutsu Porsche

FIAT

Marentino

1989

FIAT

FAPS

2001

FIAT

WCM

2006

Porsche

consulting

Ducati

Bonfiglioli

1970 1980 1990 2000 2010

Shingo

Monden

Schoenberger

LEI- USA 1997

LEC/LEA-UK 1997

CLEC

CUOA 2006


Bergamo

JMA JMAC JMAC 1988

Europe

Koudate

MIT LAI

Boeing

Finmeccanica

Alenia

Lean Club varese

Kart factory 2009

McKinsey LEF

Pordenone



universitaria







•LIUC

•Bocconi

Istituto

Lean Management


Circoli qualità

1972 Snia

1978 Ire IGNIS

Galgano

TQM

CWQC

1980s

Galgano

IMVP MIT

Womack & Jones

Lean

Production

Fabbrica

Integrata

Telos

FIAT

Melfi

1993

SKF

Electrolux

Merloni

TPM

Yamashina

Pirelli

Indesit

Ansaldo WCM

WCOM

Efeso

Toyota

Shingijutsu Porsche

FIAT

Marentino

1989

FIAT

FAPS

2001

FIAT

WCM

2006

Porsche

consulting

Ducati

Bonfiglioli

1970 1980 1990 2000 2010

Shingo

Monden

Schoenberger

LEI- USA 1997

LEC/LEA-UK 1997

CLEC

CUOA 2006


Bergamo

JMA JMAC JMAC 1988

Europe

Koudate

MIT LAI

Boeing

Finmeccanica

Alenia

Lean Club varese

Kart factory 2009

McKinsey LEF

Pordenone



universitaria







•LIUC

•Bocconi

Istituto

Lean Management

Second “wave“


Lean in “Big“ Companies

Along 90’; Fiat and Pirelli, SKF Italy, Zanussi …

1° Fiat Plant built according Lean approach (“Fabbrica Integrata“)

Introduction of lean methods/approach:

• continuous improvement

• Lean tools/methods integrated in industrial processes

→ Productivity and Quality big improvement

• Not complete success because not involving Management

System



Circoli qualità

1972 Snia

1978 Ire IGNIS

Galgano

TQM

CWQC

1980s

Galgano

IMVP MIT

Womack & Jones

Lean

Production

Fabbrica

Integrata

Telos

FIAT

Melfi

1993

SKF

Electrolux

Merloni

TPM

Yamashina

Pirelli

Indesit

Ansaldo WCM

WCOM

Efeso

Toyota

Shingijutsu Porsche

FIAT

Marentino

1989

FIAT

FAPS

2001

FIAT

WCM

2006

Porsche

consulting

Ducati

Bonfiglioli

1970 1980 1990 2000 2010

Shingo

Monden

Schoenberger

LEI- USA 1997

LEC/LEA-UK 1997

CLEC

CUOA 2006


Bergamo

JMA JMAC JMAC 1988

Europe

Koudate

MIT LAI

Boeing

Finmeccanica

Alenia

Lean Club varese

Kart factory 2009

McKinsey LEF

Pordenone



universitaria







•LIUC

•Bocconi

Istituto

Lean Management

Third “wave“


Circoli qualità

1972 Snia

1978 Ire IGNIS

Galgano

TQM

CWQC

1980s

Galgano

IMVP MIT

Womack & Jones

Lean

Production

Fabbrica

Integrata

Telos

FIAT

Melfi

1993

SKF

Electrolux

Merloni

TPM

Yamashina

Pirelli

Indesit

Ansaldo WCM

WCOM

Efeso

Toyota

Shingijutsu Porsche

FIAT

Marentino

1989

FIAT

FAPS

2001

FIAT

WCM

2006

Porsche

consulting

Ducati

Bonfiglioli

1970 1980 1990 2000 2010

Shingo

Monden

Schoenberger

LEI- USA 1997

LEC/LEA-UK 1997

CLEC

CUOA 2006


Bergamo

JMA JMAC JMAC 1988

Europe

Koudate

MIT LAI

Boeing

Finmeccanica

Alenia

Lean Club varese

Kart factory 2009

McKinsey LEF

Pordenone



universitaria







•LIUC

•Bocconi

Istituto

Lean Management


History of “Lean“ in Italy

ITALY is the 5th most Populated European Country (60,5 Million People) (after Russia, Germany, UK, France) with the 4th higher GPD ($1.848 trillion (2020 est.))

“Red Dots” Medium Enterprises

2° in Europe (after Germany) in Industrial Production (18% of EU)

Third “wave“the context


History of “Lean“ in ItalyLean meet SME along 2000’ –

Comprehensive Lean transformation on 1% of Industrial companies

• higher understanding of the system,

• holistic approach

→ Not all successful

• Not real committment of Entrepreneur

• Lean Leader approach not applied correctly

……

Third “wave“


Today …

Lean in many “new“ sectors

• Healthcare


Lean in Healthcare - vaccination process


Lean in Healthcare - Hospitals


Today …


• Healthcare

• Construction


Lean in Construction

Safety First?


Today …


• Healthcare

• Construction

• Tourism – Hotellerie & Bar


Lean in Tourism - Hotellerie


Lean in Tourism - Bar

• CUSTOMER EXPERIENCE

• WHAT

• HOW

• WHY: IT EXPLAINS THE REASON WHY THE ACTIVITY SHOULD BE DONE IN THAT WAY AND ALSO EXPLAINS WHICH CONNECTION THE SPECIFIC POINT HAS WITH THE TARGET CUSTOMER EXPERIENCE


Lean in Tourism - Bar

• Process

• Main steps

• Problem

• Target customer experience

• PDCA

• KPI


Today …


• Healthcare

• Construction


• School


Lean in teaching - High School

2 © Istituto Lean Management - 2019 - Confidential document for the exclusive use of authorized recipients. Copying and dissemination must be requested to ILM

.

Back in class the students had been divided by work groups and, led by one of the scrum masters, they

had started to set up the work.

The in-depth tracks were four:

- The current situation and the evolutionary trends of the assigned topic

- A look at the world: Italian situation and that of two other countries

- The social and human impacts of current trends

- We think that ... 3 risks and 3 opportunities

In the first meeting each group

prepared its own scrum board and

later analyzed the material

provided, chose the activities to be

performed and defined the

definition of done (DoD) for each

one, reporting them on post-it

notes and placing them in the

backlog column of the scrum board.

Each activity was then weighed by

the group using the Fibonacci cards: the mark assigned was the average of the marks if these were

consecutive, while different and separated marks involved the discussion within the group and a second

vote.

Over the next two mornings each group simulated two sprints during which it carried out the researches

and prepared the material in accordance with the DoD. At the beginning of the morning were chosen

the activities to be carried out, were calculated the points to be processed and the burndown chart was

traced so as to check the work progress.

After each hour work, the scrum master summoned the group, checked the work done, traced the

progress on the burndown chart and asked for alignment between the group members, asking the three

typical questions of the scrum method: What did you do in the last hour? What will you do in the next?

What is slowing you down in your work?

It should be emphasized that all the groups had autonomously equipped themselves with laptops and

tablets to carry out research and in-depth studies on the web and this was one of the problems faces:

the requests for connection to the school's wi-fi network and traffic were so high that they have blocked

navigation in the early hours!


Lean in teaching - High School


Today …


• Healthcare

• Construction


• School

• Government


Lean in Government


Today …

Lean as “Holistic approach“ – different parts of the Company

• Company “Operative System“ (Hoshin Kanri)


Company “Operative System“ – Hoshin Kanri


Today …



• Leadership


Leadership


Today …



• Leadership

• Innovation /Start-up


Innovation – Startup

6


Today …



• Leadership


• Digital


Digital


Today …



• Leadership


• Digital

• Marketing & Sales


Marketing & Sales


Lean Journey through Lean Transformation Framework


Lean Global Network (LGN)

Australia – Lean Enterprise AustraliaBrasil – Lean Institute BrasilChina – Lean Enterprise ChinaDenmark – Confederation Danish IndustriesFrance – Institute Lean FranceHungary – Lean Enterprise InstituteIndia – Lean Management InstituteIsrael – Israel Lean EnterpriseItaly – Istituto Lean ManagementNetherlands – Lean Management InstituutPoland – Lean Enterprise InstituteSouth Africa – Lean Institute AfricaSpain – Instituto Lean ManagementTurkey – Lean Institute TurkeyU.K. – Lean Enterprise AcademyU.S.A. - Lean Enterprise InstitutePortugal – Lean Academy PortugalLithuania – Lean Academy LithuaniaUkraine – Lean Institute UkraineUnited Arab Emirates – Lean Gulf InstituteSingapore – Lean Enterprise Southest AsiaChile – Instituto Lean ChileRussia – Lean Enterprise InstituteCanada – Lean Institute CanadaSingapore – LGN Lean Southeast Asia

Slovakia – Lean Institute SlovakiaColombia – Lean Institute ColombiaArgentina – Dr. SalaIslanda - Icelandic Lean InstituteGermania – Christoph Roser


Australia – Lean Enterprise AustraliaBrasil – Lean Institute BrasilChina – Lean Enterprise ChinaDenmark – Confederation Danish IndustriesFrance – Institute Lean FranceHungary – Lean Enterprise InstituteIndia – Lean Management InstituteIsrael – Israel Lean EnterpriseItaly – Istituto Lean ManagementNetherlands – Lean Management InstituutPoland – Lean Enterprise InstituteSouth Africa – Lean Institute AfricaSpain – Instituto Lean ManagementTurkey – Lean Institute TurkeyU.K. – Lean Enterprise AcademyU.S.A. - Lean Enterprise InstitutePortugal – Lean Academy PortugalLithuania – Lean Academy LithuaniaUkraine – Lean Institute UkraineUnited Arab Emirates – Lean Gulf InstituteSingapore – Lean Enterprise Southest AsiaChile – Instituto Lean ChileRussia – Lean Enterprise InstituteCanada – Lean Institute CanadaSingapore – LGN Lean Southeast AsiaSlovakia – Lean Institute SlovakiaColombia – Lean Institute ColombiaArgentina – Dr. SalaIslanda - Icelandic Lean InstituteGermania – Christoph Roser

Lean Global Network (LGN)


LGN Learning doing experiments together


LGN Training developing training programs


LGN Sharing organizing events

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Next step….


Istituto Lean Management

ILM

www.istitutolean.it

Documents

Lean in Italy