PITTURE CORINO SRL is made up of an incredible group of people who decided that they wanted to grow their business and asked LeanBet to assist them with their ambitious project.

As a result of the difficulties created by the pandemic these last two years as well as the great opportunities the construction sector offers in the form of financial incentives, PITTURE CORINO decided to restructure its business so as to improve and be on a par with the best.

The procedure we have proposed will enable the company to:- have punctual and efficient commission planning,- simplify financial management of operative elements such as estimates, calculations, work status, invoicing with the aim of arriving at complete financial management,- standardize operations by managing different stages of work in the construction site, creating standards together with the work team, and with time arriving at complete material management control,- create a KPI (Key Performance Indicator) system to keep the process continuously under observation,- develop a continuous improvement system in order to be always aligned with customer needs,- persevere and raise the bar in accordance with Kaizen philosophy.

- persevere and raise the bar in accordance with Kaizen philosophy.

Dialcos is our life-long partner, active in the food sector since 1959.

Starting with their flagship product DIALBRODO (granular and ready-to-use bouillon), they added in the latest years their pluri-certified DialSì gluten free pasta.

Moved by a need for improvement, Dialcos begun their lean journey in 2011.

The project involved the implementation of lean tools such as kaizen workshops, PDCA cycles, and process monitoring through KPI, first applied in the manufacturing area and then extended to the whole company.

However, kaizen is not made just of instruments: from the beginning, the objective was that of generating awareness in all the people of the company about the opportunities enabled by the lean transformation.

Today we keep working with Dialcos in their effort towards perfection through training and continuous improvement.

Changing together

Montorso foundries began in 1962 and has been making high-quality iron casting for over half a century. It is one of the best Italian companies in a highly competitive sector. In order to continue satisfying client requests in an increasingly demanding and complex market, the company has decided to analyse the way they work starting with processes and people.

This mindset fits in perfectly with the LeanBet Kaizen approach and this is the reason we are supporting the company in this highly gratifying journey.

The aim of the project is to reduce flow time from client order to product delivery. By mapping the entire flow you can identify and eliminate Muda and then apply standardization to reduce process variability to the minimum.

The procedure starts with analysing the current status by working with people who, on a daily basis, are directly involved with problems on Gemba. This initial step includes interviews, coaching and group meetings to identify the criticalities that impede “flow of value”.

We believe that real change takes place only when people involvement is on the top of the list, and this explains why the journey towards change in Montorso Foundries includes a series of “Kaizen workshops” that focus on people and provide an environment where employees feel free to learn and to express and generate ideas without prejudice.

An analysis of business climate is a photograph of organization intangibles, which are the variables that reveal how a business is perceived by its employees.

Why should we analysis the business climate?

An analysis of business climate has three objectives:

1. monitor how people perceive the workplace,

2. identify what needs to be changed,

3. promote involvement and sharing of the business culture and aims

We always start with a detailed analysis of what has to be looked into according to the context so that we can then create an ad-hoc questionnaire which we distribute to all the employees or to a specific sample group.

Once we have distributed the questionnaire, we follow up with interviews and this allows us to collect the information that we need in order to understand and identify where we have to intervene.

The analysis of business climate has to be followed up by effective improvement action in order to work: training, re-organization, implementation of communication programmes, leadership team support and other similar activities.

It is equally important to share the information collected with the participants and to inform them of the conclusions drawn with well-structured feedback.

Once you implement the improvement measures, you should also do a follow-up climate analysis in order to create another photograph of the organization and compare the past situation with the present. In this way you can verify the efficacy of the interventions you have established.