Take advantage of the endless customisation possibilities with Easysae® System components.
The Easysae® System allows you to design production lines, workstations and, in general, workplaces that are ergonomic on the one hand, i.e. promoting the well-being of operators, and on the other hand capable of increasing productivity within the company.
Products and solutions for lean and efficient intralogistics
Arranging the logistic chain based on the Lean principles does not only mean drastically reducing the costs due to useless handling of materials and operators but also optimising the spaces.
A picture is worth a thousand words: manage your company's performance with Visual Management
The Visual Management category includes all those products capable of creating a working environment in which production, logistics and offices speak for themselves.
We let the spaces speak for themselves, offering a wide range of solutions available in many standard colours and customizable options.
Define the position of products and equipment, the status of a product, the areas where material handling equipment moves, pedestrian walkways or emergency exits using the flow marking
Ergonomically designed to ensure a single continuous flow
Our manual assembly lines are designed to ensure production in which parts flow through the entire production system without intermediate storage or stockpiles. Assembly lines organised in this way can be converted quickly.
Discover how to increase productivity, comfort and safety in your company
Electrically or manually height-adjustable workbenches that adapt to the operator’s height. Available in standard sizes or customised to meet all production requirements.
Customised equipment: the beating heart of Lean Production
In the dynamic ecosystem of Lean Production, where efficiency, waste reduction and continuous flow are imperative, customised equipment emerges as a key element for success. Far from being standardised, generic solutions, this equipment is meticulously designed and tailor-made to meet the specific needs of a given production process, workstation or material flow.
A radar chart for Lean Production is a visual representation that uses a “spider web” chart to evaluate and compare a company's performance against various lean production principles or key indicators, such as the 5 principles of Lean Thinking (Value, Map, Flow, Pull and Perfection) or other aspects such as efficiency, quality and waste reduction (Muda). It helps to quickly identify strengths and areas for improvement, making it easier to visualise the differences and similarities between various aspects of lean manufacturing.
How to construct and read a radar chart
The radar chart: a visual tool for monitoring the performance of a lean 6 company
The centre point of the radar chart identifies the point from which the axes originate. Each axis represents a different category or metric, with a scale that increases as it moves away from the centre. The lines connect the values of each series, forming polygons. To compare multiple series, observe the sizes and shapes generated by the different lines, looking for strengths or weaknesses in each category and for each element.
The elements of the radar chart
Key point: is the origin of the graph, the point from which all axes start.
Axes: Each ray radiating from the centre represents a variable or category.
Stairs: The grid lines, evenly spaced from the centre, indicate the values and increase as you move away from the centre.
Data points: represent the actual value of each series for that specific category.
Connection lines: connect the data points of the same series, forming a closed figure that resembles a star or a spider web.
How to interpret the graph
Identify the axes: Each axis identifies a category or characteristic to be assessed.
Check the scale: attention must be paid to the values indicated on the scale of each axis; the further the point is from the centre, the greater the value.
Observe the data series: if there are several series (usually represented by lines of different colours or styles), their shapes are compared.
Assessing the forms: A larger shape indicates higher aggregate values, while a smaller shape suggests lower values.
Identify strengths and weaknesses: you need to look for the points where the lines in a series extend furthest (strengths) or come closest to the centre (weaknesses). If it is used to identify waste, then the strengths and weaknesses are reversed.
Creating radar charts with Excel: easier than you think
Many people believe that specialised software or expensive data visualisation tools are needed to create a radar chart. In reality, Excel offers everything you need to create effective radar charts directly from its standard menu.
With just a few clicks in Excel, you can transform a simple data table into a professional radar chart: simply select the data, go to the “Insert” menu and choose “Radar” from the available chart types.
Excel allows you to completely customise the appearance of your chart by changing colours, labels, scales and line styles. No additional plugins, premium subscriptions or advanced technical skills are required: the tools already available in Excel are more than enough to achieve professional-quality results.
Example 1: The five principles of Lean Thinking
We create a radar chart, also known as a spider chart, to assess a company's adherence to the 5 Lean principles:
Axis 1 VALUE >> ability to clearly define value from the customer's perspective
Axis 2 MAP >> mapping of value, i.e. of all activities in the process, distinguishing those that create value for the customer from those that are wasteful (non-value-added activities).
Axis 3 FLOW >> fluidity of the production process
Axis 4 PULL >> ability to produce only what is requested by the customer
Axis 5 PERFECTION >> constant and endless commitment to continuous improvement (Kaizen) to progressively eliminate all waste and achieve operational excellence.
The radar chart: a visual tool for monitoring the performance of a lean company 7
Current assessment
Target objective
Value
7
9
Map
6
9
Flow
5
9
Pull
4
9
Perfection
8
9
The average score of 6.0 for adherence to Lean principles can be considered a fair score, but it highlights that improvements are needed.
But where is action needed? The radar chart provides a visual guide: it is immediately apparent that in this specific case, the company will need to review its production process, which may still be based on a “push” logic, where production anticipates demand rather than being driven by actual customer demand.
Now let's imagine we want to implement a radar chart to monitor and reduce waste (Muda). The spider chart offers the advantage of being able to observe all seven types of waste simultaneously and, in particular, to identify “depressed” areas, which highlight the most critical Muda. In the case of waste, a Muda further away from the centre indicates greater severity and the need for intervention.
Each moult is rated from 1 to 10, where:
1-3: optimal level = minimised waste
4-6: average level = improvement needed
7-10: critical level = high waste
The radar chart: a visual tool for monitoring the performance of a lean company 8
Current level of waste
Optimal target
Overproduction
6
1
Expectations
7
1
Transport
5
1
Processes
4
1
Stocks
8
1
Movementsuseless
3
1
Reworking
5
1
The overall index of 5.4 indicates a situation in which, generally speaking, waste is moderate and improvements would be desirable.
The spider chart immediately shows us the areas that need attention, i.e. excessive lead times and stock levels. With regard to waiting times, depending on the production process, it will be necessary to understand whether they depend, for example, on production lines that may require the implementation of a balancing system or an analysis of setup times to reduce changeovers (in the case of automatic assembly lines), or on inefficient material supply to the lines.
Excessive stock, understood as the accumulation of excess materials, semi-finished or finished products that are not immediately necessary and that result in increased storage costs and the risk of obsolescence, could be reduced by implementing systems. Kanban for critical materials or by reviewing procurement policies.
