Lean in Italy Bratislava, 2021 September 28th - Roberto Ronzani
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Lean in Italy
Bratislava, 2021 September 28th
Roberto Ronzani
rronzani@istitutolean.it
Istituto Lean Management © 202x
History of “Lean“ in Italy Once upon a time….. Istituto Lean Management ©
History of “Lean“ in Italy
Attività accademiche
L’evoluzione storica del lean movement in Italia Ricerca e formazione
universitaria
•Politecnico M ilano
•Politecnico Torino
WCOM •Università Ca’Foscari
Pirelli
Shingo
Efeso •Università di Padova
I ndesit
M onden Ansaldo •Università di Udine
Schoenberger TPM
WCM •Università di Torino
Yamashina •LI UC
•Bocconi
JM AC 1988
JM A JM AC
Europe Lean Club varese
Koudate Kart factory 2009
Circoli qualità TQM
FI AT FI AT FI AT FI AT
Toyota 1972 Snia CWQC
M arentino M elfi FAPS WCM
1978 I re I GNI S 1980s
1989 1993 2001 2006
Galgano Galgano
M cKinsey
LEF
Fabbrica SKF Pordenone
I M VP M I T
I ntegrata Electrolux
Womack & Jones
Telos M erloni
Lean
Production CLEC I stituto
LEI - USA 1997 CUOA 2006 Lean M anagement
LEC/LEA-UK 1997
First “wave“ M I T LAI
Boeing
Finmeccanica
Alenia
Ducati
Porsche
Shingijutsu Porsche consulting
Brembo
Porsche Akademies
Bergamo
Bonfiglioli
1970 1980 1990 2000 2010
Istituto Lean Management ©
First1st“wave“
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
Istituto Lean Management ©
History of “Lean“ in Italy
Attività accademiche
L’evoluzione storica del lean movement in Italia Ricerca e formazione
universitaria
•Politecnico M ilano
•Politecnico Torino
WCOM •Università Ca’Foscari
Pirelli
Shingo
Efeso •Università di Padova
I ndesit
M onden Ansaldo •Università di Udine
Schoenberger TPM
WCM •Università di Torino
Yamashina •LI UC
•Bocconi
JM AC 1988
JM A JM AC
Europe Lean Club varese
Koudate Kart factory 2009
Circoli qualità TQM
FI AT FI AT FI AT FI AT
Toyota 1972 Snia CWQC
M arentino M elfi FAPS WCM
1978 I re I GNI S 1980s
1989 1993 2001 2006
Galgano Galgano
M cKinsey
LEF
Fabbrica SKF Pordenone
I M VP M I T
I ntegrata Electrolux
Womack & Jones
Telos M erloni
Lean
Production CLEC I stituto
LEI - USA 1997 CUOA 2006 Lean M anagement
Second “wave“ M I T LAI
LEC/LEA-UK 1997
Boeing
Finmeccanica
Alenia
Ducati
Porsche
Shingijutsu Porsche consulting
Brembo
Porsche Akademies
Bergamo
Bonfiglioli
1970 1980 1990 2000 2010
Istituto Lean Management ©
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
Istituto Lean Management ©
History of “Lean“ in Italy
Attività accademiche
L’evoluzione storica del lean movement in Italia Ricerca e formazione
universitaria
•Politecnico M ilano
•Politecnico Torino
WCOM •Università Ca’Foscari
Pirelli
Shingo
Efeso •Università di Padova
I ndesit
M onden Ansaldo •Università di Udine
Schoenberger TPM
WCM •Università di Torino
Yamashina •LI UC
•Bocconi
JM AC 1988
JM A JM AC
Europe Lean Club varese
Koudate Kart factory 2009
Circoli qualità TQM
FI AT FI AT FI AT FI AT
Toyota 1972 Snia CWQC
M arentino M elfi FAPS WCM
1978 I re I GNI S 1980s
1989 1993 2001 2006
Galgano Galgano
M cKinsey
LEF
Fabbrica SKF Pordenone
I M VP M I T
I ntegrata Electrolux
Womack & Jones
Telos M erloni
Lean
Production CLEC I stituto
LEI - USA 1997 CUOA 2006 Lean M anagement
LEC/LEA-UK 1997
M I T LAI Finmeccanica
Third “wave“ Boeing
Porsche
Alenia
Ducati
Shingijutsu Porsche consulting
Brembo
Porsche Akademies
Bergamo
Bonfiglioli
1970 1980 1990 2000 2010
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.))
Third “wave“
“Red Dots” Medium
the context Enterprises
2° in Europe (after Germany) in
Industrial Production (18% of EU)
Istituto Lean Management ©
Lean meet SME along 2000’ –
History of “Lean“ in Italy
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“
Istituto Lean Management ©
……
Today …
Lean in many “new“ sectors
• Healthcare
Istituto Lean Management ©Lean in Healthcare - vaccination process Istituto Lean Management ©
Lean in Healthcare - Hospitals Istituto Lean Management ©
Today …
Lean in many “new“ sectors
• Healthcare
• Construction
Istituto Lean Management ©Lean in Construction
Safety First?
Istituto Lean Management ©Today …
Lean in many “new“ sectors
• Healthcare
• Construction
• Tourism – Hotellerie & Bar
Istituto Lean Management ©Lean in Tourism - Hotellerie Istituto Lean Management ©
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
Istituto Lean Management ©Lean in Tourism - Bar
• Process
• Main steps
• Problem
• Target customer
experience
• PDCA
• KPI
Istituto Lean Management ©Today …
Lean in many “new“ sectors
• Healthcare
• Construction
• Tourism – Hotellerie & Bar
• School
Istituto Lean Management ©Lean in teaching - High School
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
Istituto Lean Management ©
the group using the Fibonacci cards: the mark assigned was the average of the marks if these wereLean in teaching - High School Istituto Lean Management ©
Today …
Lean in many “new“ sectors
• Healthcare
• Construction
• Tourism – Hotellerie & Bar
• School
• Government
Istituto Lean Management ©Lean in Government Istituto Lean Management ©
Today …
Lean as “Holistic approach“ – different parts of the Company
• Company “Operative System“ (Hoshin Kanri)
Istituto Lean Management ©Company “Operative System“ – Hoshin Kanri Istituto Lean Management ©
Today …
Lean as “Holistic approach“ – different parts of the Company
• Company “Operative System“ (Hoshin Kanri)
• Leadership
Istituto Lean Management ©Leadership Istituto Lean Management ©
Today …
Lean as “Holistic approach“ – different parts of the Company
• Company “Operative System“ (Hoshin Kanri)
• Leadership
• Innovation /Start-up
Istituto Lean Management ©Innovation – Startup
6
Istituto Lean Management ©Today …
Lean as “Holistic approach“ – different parts of the Company
• Company “Operative System“ (Hoshin Kanri)
• Leadership
• Innovation /Start-up
• Digital
Istituto Lean Management ©Digital Istituto Lean Management ©
Today …
Lean as “Holistic approach“ – different parts of the Company
• Company “Operative System“ (Hoshin Kanri)
• Leadership
• Innovation /Start-up
• Digital
• Marketing & Sales
Istituto Lean Management ©Marketing & Sales Istituto Lean Management ©
Lean Journey through Lean Transformation Framework Istituto Lean Management ©
Lean Global Network (LGN) Australia – Lean Enterprise Australia Brasil – Lean Institute Brasil China – Lean Enterprise China Denmark – Confederation Danish Industries France – Institute Lean France Hungary – Lean Enterprise Institute India – Lean Management Institute Israel – Israel Lean Enterprise Italy – Istituto Lean Management Netherlands – Lean Management Instituut Poland – Lean Enterprise Institute South Africa – Lean Institute Africa Spain – Instituto Lean Management Turkey – Lean Institute Turkey U.K. – Lean Enterprise Academy U.S.A. - Lean Enterprise Institute Portugal – Lean Academy Portugal Lithuania – Lean Academy Lithuania Ukraine – Lean Institute Ukraine United Arab Emirates – Lean Gulf Institute Singapore – Lean Enterprise Southest Asia Chile – Instituto Lean Chile Russia – Lean Enterprise Institute Canada – Lean Institute Canada Singapore – LGN Lean Southeast Asia Slovakia – Lean Institute Slovakia Colombia – Lean Institute Colombia Argentina – Dr. Sala Islanda - Icelandic Lean Institute Germania – Christoph Roser Istituto Lean Management © 202x
Lean Global Network (LGN) Australia – Lean Enterprise Australia Brasil – Lean Institute Brasil China – Lean Enterprise China Denmark – Confederation Danish Industries France – Institute Lean France Hungary – Lean Enterprise Institute India – Lean Management Institute Israel – Israel Lean Enterprise Italy – Istituto Lean Management Netherlands – Lean Management Instituut Poland – Lean Enterprise Institute South Africa – Lean Institute Africa Spain – Instituto Lean Management Turkey – Lean Institute Turkey U.K. – Lean Enterprise Academy U.S.A. - Lean Enterprise Institute Portugal – Lean Academy Portugal Lithuania – Lean Academy Lithuania Ukraine – Lean Institute Ukraine United Arab Emirates – Lean Gulf Institute Singapore – Lean Enterprise Southest Asia Chile – Instituto Lean Chile Russia – Lean Enterprise Institute Canada – Lean Institute Canada Singapore – LGN Lean Southeast Asia Slovakia – Lean Institute Slovakia Colombia – Lean Institute Colombia Argentina – Dr. Sala Islanda - Icelandic Lean Institute Germania – Christoph Roser Istituto Lean Management © 202x
LGN Learning doing experiments together Istituto Lean Management ©
LGN Training developing training programs Istituto Lean Management ©
LGN Sharing organizing events www.istitutolean.it Istituto Lean Management © 202x
Next step…. Istituto Lean Management ©
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