Easysae® System components help you enhance your business with ease.

Lean Thinking is an approach that aims to maximise customer value by reducing all types of waste and engaging all stakeholders in a continuous improvement process. Focus on the customer and value stream (Value Stream Map), elimination of waste (Muda) and Continuous Improvement aim to achieve production and logistics flexibility and responsiveness to customer needs, thereby reducing delivery times and process variability. The five principles to apply when transitioning from a traditional organisation to a lean organisation are:

1. Identify the value (VALUE): Only a small portion of the actions and the total time spent producing or providing a service add actual value for the end customer. It is therefore essential to clearly define the value of a specific product or service from the customer's perspective so that all non-value-adding activities (MUDA) can be eliminated.
2. Identify the flow (VALUE STREAM MAP): mappare il flusso del valore di ogni prodotto, ovvero mappare tutte le attività necessarie per far si che quel prodotto, bene o servizio attraversi nel modo più efficace i tre processi fondamentali che coinvolgono in primis la definizione del prodotto dall’ideazione, attraverso una dettagliata progettazione e conseguente “ingegnerizzazione”, fino alla realizzazione effettiva, la gestione delle informazioni dal ricevimento dell’ordine alla consegna attraverso una programmazione di dettaglio ed infine la realizzazione pratica del prodotto o del servizio “consegnato” al cliente finale.
3. Let the FLOW run: Once the value has been defined from the end customer's perspective and the value flow of a given product has been mapped, the next step is to allow the activities to flow smoothly and seamlessly.
4. PULL production: action is taken and production begins only after receiving a request from the customer. In an increasingly unstable market—characterised not only by fluctuating demand but also by shifting consumer preferences—it is unwise to produce more than necessary in the pursuit of economies of scale. Doing so carries a significant risk of accumulating unsold stock and incurring high warehousing costs.
5. Striving for PERFECTION: The pursuit of perfection through continuous improvement is the foundation of lean thinking. Perfection should not be understood as a defect-free process but rather as a pursuit of continuous improvement, or “kaizen,” which aims to consistently reduce emerging defects through systematic problem solving. Reduced stock, improved quality, and immediate check