Case studies

Lean Thinking can be applied in many areas, including manufacturing, healthcare, software development, and service industries.
Lean Thinking can be applied to all types of companies:

Series and custom manufacturing
Process companies
Service companies

and in all business areas, both on the production floor and in the offices.
Expected results
The principles on which Lean Thinking is based are simple: as with any real change, however, it is necessary to know that difficulties will be encountered in practical application, but it is equally certain that rigorous application will lead to astonishing results.
At what times
The time to obtain results is variable and depends largely on the company's conditions and commitment. Results are generally obtained within a few months if some pilot projects are undertaken; extending the results to the entire company, however, requires a long-term vision (2-3 years).

The implementation of Lean Production and Lean Development systems allows for the realization of a pilot project, through which the scope of a more extensive Lean intervention can be evaluated. This result can be achieved in as little as 3-6 months, and leads the company to a first, fundamental change in mindset.

The next extension of the method to the entire value chain (and/or to other parallel processes) requires the implementation of Lean Design and Lean Supply Chain Management systems, in addition to consolidating the Lean Development and Lean Production already established in the previous phase. This phase, which is normally completed within the first year of the “Lean revolution,” is characterized by the company's new ability to manage change.

In another 12 months, the company's Lean skills can be further refined, making change an integral part of its philosophy and operational practices. This phase, focused on innovation development (product and service), typically centers on Lean Design, process quality, and the development of strategic (Marketing) and support (Lean Accounting) themes.

When change transitions from a “process” to a true “operational strategy,” the Company is well on its way to the Continuous Improvement phase: growth has become structural, and the application of Lean methods and tools is deeply embedded in operational logic and practices.