{"id":11,"date":"2016-05-15T15:57:58","date_gmt":"2016-05-15T13:57:58","guid":{"rendered":"http:\/\/www.studioazione.it\/leanthinking-it\/?page_id=11"},"modified":"2026-04-01T13:43:24","modified_gmt":"2026-04-01T11:43:24","slug":"lean-world-class","status":"publish","type":"page","link":"https:\/\/www.leanthinking.it\/en\/cosa-e-il-lean-thinking\/lean-world-class\/","title":{"rendered":"Lean World Class\u00ae: The Evolution of Lean Thinking"},"content":{"rendered":"

This path, begun over 15 years ago with the multiple applications of Lean Thinking in various companies and sectors, combined with the international vision of World Class companies\u00ae<\/sup> It has led us to define a new paradigm, Lean World Class, which we believe is an effective response for companies to regain competitiveness.<\/p>\n

Over the years, we've seen Lean excellently cover the Operations part (production + supply chain) and gradually refine itself and also turn to Product Development and Design (for which see\u00a0 \u201cLean Thinking from Production to Design\u201d edited by Bonfiglioli Consulting<\/em>).<\/a>
\nThe Lean World Class\u00ae<\/sup> goes beyond<\/strong>, researching not only excellence in Processes and Innovation, but also interventions to lead the company to Sustainability: thanks to the opening of all transformation costs, they are made clear and Possible cost reduction actions <\/strong>Such as energy, waste, emissions, and other costs related to, for example, safety.<\/p>\n

Another fundamental aspect of Lean World Class\u00ae<\/sup> it is clear link between the profit and loss account <\/strong>and related costs and the reasons for losses in the transformation process<\/strong>thanks to Cost Deployment <\/em>Every action brings a visible and tangible economic benefit. This aspect deserves further reflection: the traditional Lean approach was focused on flow by eliminating non-value-added activities, while the consideration and costing of costs was seen, if we can say, in a \u201cfaith-based\u201d manner.\u201d (Let the value flow and the economic benefits will come.).<\/em>
\nThis was perhaps the biggest limitation of Lean applications: the enthusiasm for action, for doing things right away, was sometimes at the expense of clear cost-benefit analyses. Furthermore, the Lean approach lacks a clear and simple tool to link improvements to the income statement, especially in quantifying losses.
\nIn this sense The Lean World Class\u00ae<\/sup> broaden the attack radius<\/strong> extending it to the cost of installations, labor, materials (costs of non-quality), and energy costs, thus also facilitating its extension to the entire company perimeter.<\/p>\n

Another key aspect in the Lean World Class approach\u00ae<\/sup> it is Focus on people<\/strong> to ensure lasting and sustainable change: this too has sometimes been a limit of hurried Lean approaches, where despite initial results due mostly to the great enthusiasm generated, people were not truly changed, without working on organizational culture and without deeply spreading new methodologies. Through People Development, this limit is overcome, bringing a structured system for developing people into the company, linked to business improvement plans, carried out individually and at all levels of the organization, from top management to operators.<\/p>\n

The Lean World Class\u00ae method has been developed and applied by Bonfiglioli Consulting in over 25 years of transformation projects in Italian SMEs.<\/em>
\n\u2192 Discover Lean World Class\u00ae programs on bonfiglioliconsulting.com<\/a><\/h3>\n

 <\/p>\n

DEEP DIVE<\/strong><\/p>\n

Lean World Class\u00ae from Predictive Maintenance to Predictive Quality
\nRead the Case Study<\/a><\/p>\n

Lean World Class\u00ae Procurement | A current and effective approach to procurement management<\/a>
\nRead the article<\/p>\n

The Lean World Class\u00ae Food & Beverage
\nRead the Case Study<\/a><\/p>\n

Lean World Class\u00ae in Make-to-Order Manufacturing
\nRead the Case Study<\/a><\/p>\n

Lean World Class\u00ae<\/strong>
\nA concrete and effective answer to become more competitive<\/strong><\/h4>\n

\"\"<\/strong><\/p>\n

This book represents, both in title and content, the natural evolution of our previous volumes on Lean Thinking<\/a>, integrating them, however, with a strong focus on very current topics such as cost reduction and attention to people in improvement projects that companies normally undertake to regain competitiveness.<\/p>\n

 <\/p>\n

 <\/p>\n

 <\/p>","protected":false},"excerpt":{"rendered":"

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