Areas of excellence

Operations management

What Operations Management is

Operations Management refers to the systematic design, implementation and continuous improvement of all the company’s processes intended to create and distribute products and services.

The effective logistic-production system:

  • is strategically oriented and has an integrated design. It optimizes logistics flows, spaces, organizational structures and effectively integrates all indirect functions. How? By systematically eliminating waste in every area and activity of the company.
  • is in sync with customer. Customer requirements and specifications are the reference point for all of the company’s processes and for suppliers.
  • creates value for the customer and is clear to everyone. The entire value creation chain is focused on customer needs: processing times are shortened, waste becomes more evident and continuously combatted, and improvements become understandable and measurable.

For years, using innovative methods and a joint work approach, NoE has supported the client company in the implementation of operational excellence by systematically developing and implementing solutions, efficiently changing organizational structures and processes, and successfully motivating employees.

What we offer

A systematic and integrated approach to continuous improvement.

Operational excellence depends on the effectiveness of the underlying production system.

Many local optimization initiatives give rise to isolated, though sometimes significant, victories over production waste, which however often do not lead to an improvement of the system as a whole.

At the end, a cost reduction or a timely improvement of the service offered to the customer will not produce resounding successes that are consistently reflected in a better quality and service. These weaknesses can be overcome through a systematic and integrated approach to improvement, which is based on an analysis and an integral re-design of the flow of value whose DNA can be summarized in the following principles:

  • Listen to customers’ needs and translate them into your business goals
  • Make the recommended improvements
  • Achieve performance that exceeds your customers’ expectations

How we work

Our experience shows us that to succeed in change we must always consider three elements.

  1. Shop Floor Management:
    • Things are done on site
    • Things are done together
    • The results achieved and the deviations (problems) are evaluated
    • Every deviation (problem) is followed by a corrective action
    • 2. Standardization of processes
  2. People Values:
    • We involve all people
    • We make people grow
    • We make people autonomous

Project Steps

  • Step 1 - Listen to client needs and translate them into business goals

    We always encourage the companies we work with to put themselves in the customer’s shoes, learning to see the product/service in a different way.

    Measuring the customer experience is the key to understanding the difficulties the customer faces, identifying them, ordering them by importance and dealing with each of them.

    Nevertheless, the company needs clear objectives, which make it possible to measure the results obtained and trigger the process of problem solving (improvement actions)

    It must be done in a systematic, concise, efficient and realistic way. (op. It must be done systematically, concisely, efficiently and in a way that is aligned with real needs)
    Everyone must participate in this process. We call it Hoshin Kanri:

    • Definition and application of strategic objectives
    • Definition of the activities, interventions and priorities in line with the objectives
    • Creation of KPIs and of an aligned measurement system

  • Step 2 - Standardize and stabilize upwards performance

    Value is the result of a process that must be studied and defined. Any activity that does not generate value from the customer’s perspective is “MUDA”; therefore it must be reduced or eliminated.
    All value-generating activities must be industrialized (definition of standards) so that they can be successfully performed by properly trained people every single day. This is the only way to obtain standardized and waste-free processes, that are the least costly.
  • Step 3 - Support the results and continuously improve them

    In excellent companies, continuous change is the business process that creates the competitive advantage. The absence of this process opens the door to deterioration and progressive worsening, ultimately creating a competitive disadvantage.
    The key resource in the improvement process is the staff, so it is necessary to implement a managerial system that pays great attention to people, constantly stimulating them to grow and always challenging them with new and ambitious goals.

NoE will be at your people’s side every day. Our goal is to transmit to your employees all our competences with continuous “on the job” training so that your staff becomes autonomous and effective in the shortest possible time, providing them with innovative methods and experiences that make this path of improvement autonomously sustainable over time.

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