TEC-Eurolab & Kaizen Institute

TEC-Eurolab & Kaizen Institute

Aims of the program

TEC Eurolab has embarked on a path of growth to combine its results with the development of a culture of continuous improvement. This has been possible thanks to the adhesion to the Kaizen program, which started at the end of 2015 and still in progress.

The Kaizen program is developed with the aim of improving company performance, creating constant moments of comparison between the various work teams, working in synergy. Participating in this program means
  • Increase productivity
  • faster procedures
  • reduce disputes
  • streamlining investments
With the opening of the second production site in Via Grieco, it was necessary to review the workflows, making them more streamlined. The primary objective of this operation was to define and organize the layout of the individual sites, involving the team in defining the final configuration.
TEC-Eurolab & Kaizen Institute
"The implementation of a Kaizen program requires a strong commitment on the part of the management. All actions, even those that we take for granted because we have been doing them in a certain way for 10 years, must be questioned. You have to accept that your employees make attempts, you don't always succeed at the first stroke. If we think about the results obtained, the question is not "why do you do Kaizen?", but "tell me a reason why not do Kaizen".

Paolo Moscatti - President 

The kaizen method and the culture of continuous improvement

Following a significant increase in the manufacturing volumes of one of our customers in the aerospace sector, involving several departments, a second “line design activity was launched in parallel, resulting in a significant reduction in work order lead times, from 3 weeks to 5 days, and the employment of 2 resources instead of 5.

Also from a commercial point of view bureaucracy has been reduced, to ensure that business offers are sent by the end of the working day. With the Daily Kaizen program, the different working teams have begun to work in high-performance mode; with the creation and implementation of planning boards that make it possible to assess the different activities and the workload of the various operators and machines. This has made it possible to keep priorities under control and divide them on the basis of the customer’s requirements, thanks to the Poka Yoke mechanism (mistake-proof).

The teams defined two daily meetings in front of the planning board with an agenda that makes it possible to touch on all the key points and maintain the focus on the target. Any problems in the process and compilation of the report were taken into consideration using the Poka Yoke principle; these have been simplified thanks to the attribution of a bar code to each single sample, making it possible to give an automatic evaluation of conformity/non-conformity, once the report has been compiled. This procedure has allowed us to eliminate the errors that were being repeated during the process.

In addition to work flows, workplaces and equipment also need to be neat and organized. With the 5S program, workstations and workbenches have also been reorganized in a rational manner, and based on the logical order of activities, the ideal arrangement has been defined for all instrumentation. As far as consumables are concerned, however, the Kanban method has been applied with the aim of reducing stockpiles and guaranteeing the availability of whatever is needed, when and where needed.

For the training and certification department we focused on the Customer experience, by seeking continuous feedback from those participating in courses, while measures to be taken to improve results are assessed during a weekly meeting every Monday morning.

In the Kaizen program maintaining standards is also important. In fact, thanks to a “productive” audit, or Kamishibai, carried out on two levels, one daily and the other weekly, measures for improvement are generated that do not aim to identify a guilty party but rather to seek solutions to steps that have not proven to be optimal. This audit is carried out using simple cards that show a check-list: green (all OK) and red (if at least one item on the check-list is not OK).

What have been the results of the Kaizen project so far?
  • increased productivity
  • growth in volume
  • improvement in the working conditions of employees.
TEC-Eurolab & Kaizen Institute
We focused on flow analysis, and what we were able to achieve thanks to the implementation of the Kaizen philosophy was in fact a reduction of what are the times of crossing the order, from three weeks to just 5 working days, with savings in terms of use of resources, from five people to only two people. We focused on the activities that are valuable for the customer and at the same time on those that were the muda, then the activities that involved waste and downtime.

Laura Lodesani - Head of TEC Eurolab materials analysis centre
TEC-Eurolab & Kaizen Institute
The need for applications of a Kaizen site in tomography was born from the need to have a planning as linear as possible, visual and poka-yoke, therefore error-free. We created the planning board that allows you to see both the work occupied by the operator, and the occupation of machine times. We have also introduced the automatic compilation of reports by identifying the codes of each sample with a bar code; this allows, once the report has been automatically compiled, to give an automatic association also of judgement, therefore: of conformity or non-conformity. In this way we have completely eliminated this type of error.

Martina Vincetti -  Industrial Computed tomography Dept. TEC Eurolab
TEC-Eurolab & Kaizen Institute
TEC Eurolab's non-destructive testing department aims to serve local customers as well as national and international ones. In this context, both in-house activities, i.e. within TEC Eurolab, and on-site activities, i.e. directly from the customer, are carried out. The Kaizen methodology has been of great help to us, it has allowed us to view what are the time schedules of the people, what are their workloads and consequently how to allocate them, to give answers to the needs of the customer. We simplified the flows and implemented a strategy of planning and daily comparison between the various technicians who are part of the department, to plan the activities and analyze the problems that arose during the various checks.

Stefano Benuzzi - Head of TEC-Eurolab non-destructive testing department
TEC-Eurolab & Kaizen Institute
One of the most concrete actions we have taken has been to implement a '5S' program that focuses especially on the equipment, the instrumentation, which is very important for the non-destructive testing department. The instruments must be kept in top condition because they must guarantee the reliability of the results, it is important that they are arranged in an orderly manner and are easily available to operators who have to travel, and the management of accessories, spare parts, must be carried out correctly so that they are immediately operational. The Kanban system has allowed us to reduce stocks, but at the same time to guarantee the availability of: what we need, when we need it, how much we need it, where we need it.

Federica Rossi - TEC Eurolab Quality Dept.
TEC-Eurolab & Kaizen Institute
Kaizen in the training and certification department focused on the customer experience, with a review of all the forms provided to the customer, to streamline the process. We measure ourselves through KPIs both in terms of certification each month and calculate the revisions carried out on the certificates, while in terms of training we have an evaluation of the training courses carried out here in the company or at the customer's premises, in case of negative feedback during the weekly meetings (kaizen weekly) we discuss it and decide on the improvement actions to be taken.

Daniela Lucà - TEC Eurolab certification body
Sigla.com - Internet Partner
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