Production logistic

The new dimension of competitiveness requires a quick response in presence of reduced volumes and a high mix. The Productive-Logistic System shall be consistent with the demand of diversification and cost control from the market.
Technological content investments, necessary to obtain the competitive advantage, are by their nature rapidly diffusive and quickly cancelled by the competitor answer. Organization, processes, methods, and productive-logistic culture of the company are the only really unique and sustainable elements.

Main areas of intervention

  • Analysis of processes and used resources, analysis of organizational structure;
  • Factory masterplan;
  • Planning of production and management of production capacity, lean production techniques;
  • Analysis, control and reduction of the "work in progress" and lead times;
  • Department or factory layout, positioning and interlocking of lines and work centers;
  • Analysis regarding the introduction of production software (planning, scheduling, MRP I and II, ASP) and support to start-up;
  • Check of the handling systems and the production launch ways through dynamic simulation;
  • Review of "set-up "times and methods; procedures information systems and methods tuning and start-up;
  • Definition of qualities and characteristics of the product, methods to arrange and operate Product Sheets;
  • Definition and optimization of the system to launch production lots and control the work progress;
  • Implementation of production "Panels" for reporting, and the control of productivity and production cost trend;
  • Analysis of the work in the department to study processes, productivity, saturation and determine critical or low added value phases, by introducing a method of continuous improvement into the company.

the method

Preliminary analysis
Starting from the existing organization and production reality, it defines the interventions needed to reduce and eliminate inefficiency areas. Options are examined on the basis of the cost/advantage analysis and also according to the available human resources establishing, if necessary, the new functional organization chart. Possible alternatives in the approach to production are evaluated, also according to the Marketing inputs and the market characteristics, setting the guidelines for the following change and improvement actions. Upon agreement with the Customer Management, the priorities of intervention as well as the implementation times are established.

Project implementation
During this phase, all actions aiming at obtaining and consolidating improvement are carried out. The Customer Work Group is started, organized and supported and the correct method approach to motivate, coordinate, integrate existing qualifications, control results and set again intermediate goals is supplied. An activity to spur and smooth the difficulties obviously liked to the development of a new project is carried out at the same time.
Standard procedures for the periodical control of efficiency, the evaluation of achieved results and the definition of new goals are set

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