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.
The Ishikawa diagram: an essential tool for Lean Production
The Ishikawa diagram, also known as a fishbone diagram or cause-and-effect diagram, is a tool of fundamental importance in Lean Production. Designed by Japanese engineer Kaoru Ishikawa, this visual tool is widely used to analyse problems and identify their root causes, thus enabling effective corrective actions to be implemented.
Kaoru Ishikawa
Kaoru Ishikawa (1916–1989) is the father of the Japanese quality movement and became famous for:
– simplified statistical techniques for quality control.
– created the famous fishbone diagram or cause-and-effect diagram;
– having devised the name relating to the seven tools of quality;
– having launched the Quality Circles in 1962;
According to Mr Ishikawa, quality coincides with customer satisfaction. As customer needs and requirements change, so does the definition of quality. The price of a product is also an important part of quality, regardless of how good the product is. If its price is too high, it will leave the customer dissatisfied.
What is an Ishikawa diagram and how does it work?
The Ishikawa diagram 7
Let's see how to construct an Ishikawa diagram:
1. Define the problem: begin by clearly identifying the problem you wish to analyse.
2. Drawing the backbone: draw a horizontal line and write the problem at the end of the line.
3. Identify the categories of causes: choose the most appropriate categories based on your context.
4. Start brainstorming and generate causes: for each category, brainstorming is initiated with the team to identify all possible causes.
5. Connect the causes: connect the causes to the backbone, creating a tree structure.
6. Analyse the diagram: the primary and secondary causes are identified.
The advantages of using Ishikawa diagrams in Lean Production
1. Clear and immediate display: the graphic representation of the Ishikawa diagram makes complex cause-and-effect relationships easy to understand, even for non-experts.
2. Encouraging collaboration: Creating an Ishikawa diagram requires team involvement, encouraging brainstorming and the sharing of different perspectives.
3. Identification of root causes: going beyond the obvious symptoms, the Ishikawa diagram allows you to dig deeper and discover the real reasons behind a problem.
4. Prioritisation of actionsOnce the main causes have been identified, it is possible to focus on the actions that will have the greatest impact.
5. Continuous improvement: the use of Ishikawa diagrams becomes a habit within the organisation, promoting a culture of continuous improvement.
6. Waste reductionBy identifying and eliminating the root causes of problems, you can help reduce waste and optimise processes.
7. Improved quality: by improving understanding of processes and their interactions, we increase our ability to prevent defects and ensure the quality of products or services.
The evolution of the concept of quality ▶ Historically, the concept of quality refers to requirements of safety, reliability, durability and guarantee of use of a product/service/performance and governs the relationship between Supplier and Customer.
▶ In the distant past, the criterion of “CAVEAT EMPTOR” applied, meaning: “Buyer, beware”.
▶ This approach then gave rise to the concept of GUARANTEE, as a verbal or written assurance from the seller.
▶ The guarantee of conformity of the products supplied led, as early as the Middle Ages, to the definition of quality standards that were issued by the Corporations or Guilds, to which their members referred with the introduction of marking.
▶ With Taylorism, in the 1920s and 1930s, and therefore with the process of industrialisation, Quality Control of the finished product was introduced, i.e. at the end of the production process; in subsequent years, this changed to phase quality control, i.e. at significant stages of the process.
▶ In the 1940s and 1950s, quality control became established, based on codified and standardised manufacturing standards: a strictly corporate approach to verifying product compliance with reference standards set by external bodies responsible for this purpose and/or agreed with the customer.
▶ Quality Control is therefore identified in industrial companies as the department responsible for managing product quality through actions and initiatives designed to define and monitor their compliance with the quality standards required by company management (Quality Control Plan) and normally agreed contractually with the customer. This translates into control activities at specific stages of the production process, carried out by personnel who are independent of the production department being controlled.
▶ Over time, an approach based on responsibility and self-certification of product quality has also become established: phase checks are assigned directly to the direct responsibility of the production departments, except for certain specialised checks, such as non-destructive tests, for which the operator must possess a specific certification (licence) issued by a certifying body.
▶ Starting in the 1950s and 1960s, the concept of quality, understood as actions aimed at controlling product defects and the resulting corrective actions, has been extended to production processes, involving all aspects and sectors of the company that affect the development, maintenance and improvement of quality in continuous improvement (Kaizen) actions, with the aim of supporting the company in its goal of providing customers with fully satisfactory products at minimum economic cost.
▶ The pioneer and global benchmark for this approach is the Toyota Production System, also synonymous with Lean Production, invented by Japanese engineer Taiichi Õno of Toyota between 1948 and 1975, with the active involvement of operators in all production operations, thus overcoming Taylorist organisation. The approach to quality thus becomes a business strategy for gaining competitive advantage in the market.
▶ This set of actions is called Total Quality Management o Total Quality (TQM). Total Quality is therefore a business management strategy based on excellence, through the conscious participation of all staff, achieved through CUSTOMER SATISFACTION, with the improvement of internal relations with staff and external relations with the environment in which the company operates.
The categories of causes: the 6Ms (or 5Ms)
Traditionally, the Ishikawa diagram uses the following categories of causes:
Manpower (people): human error, insufficient training, motivation.
Machine: breakdowns, wear and tear, inadequate maintenance.
Method: inefficient procedures, lack of standardisation
Measurement: inaccurate measuring instruments, lack of checks.
Mother Nature (environment) adverse environmental conditions, seasonal variations. The category “Mother Nature”, otherwise known as “Environment”, is often added to consider external factors that may influence the process.
The 5 Whys technique: a deeper dive
The Ishikawa diagram 8
The causes identified during the brainstorming session will be linked to each of the 6Ms, and each of these will bring to light further sub-causes, which should always be explored in depth using the 5 Whys technique.
As the name suggests, the 5 Whys technique involves repeatedly asking the question “Why?” at least five times, starting with the observed effect and digging deeper and deeper into the underlying causes.
How does it work? Definition of the problem: start by clearly identifying the problem you want to analyse. For example: “The machine stops frequently.”
1st Because: Why does the machine stop frequently? (Answer: Due to overheating).
2nd Because: Why does the machine overheat? (Answer: Due to a malfunction in the cooling system).
3rd WhyWhy is the cooling system not functioning correctly? (Answer: Due to a faulty sensor).
4th Because: Why is the sensor faulty? (Answer: Due to excessive vibrations caused by incorrect belt alignment)
5th Because: Why is the belt alignment incorrect? (Answer: Due to inadequate maintenance.
Key points to remember: Do not stop at the first level: Often, the first cause identified is not the deepest one. It is important to keep digging until you reach the root of the problem. Be specific: Questions should be precise and aimed at identifying the exact cause. Involve a team: The 5 Whys technique works best when used in a group, as different people can offer different perspectives. Flexibility: The number of “whys” is not fixed. Sometimes fewer than five may suffice, while other times more may be needed. The goal is always to get to the root cause. Corrective action: Once the root cause has been identified, it is essential to implement corrective actions to eliminate it permanently. Why it works: Simplicity: It is an easy technique to understand and apply. Effectiveness: It allows you to identify the root causes of problems, even the most hidden ones. Flexibility: It can be applied to any type of problem, in any sector. Encourage critical thinking: Encourage people to reflect on the causes of problems and find creative solutions. The 5 Whys technique, combined with the Ishikawa diagram, is a powerful tool for analysing problems and improving processes. By applying it systematically, companies can identify the root causes of problems, implement effective corrective actions, and achieve continuous improvement.
Example of application of the 5 Whys?
Let us imagine that a company receives numerous complaints from customers regarding delays in deliveries.
1st Because: Why are deliveries delayed? (Answer: Due to logistical issues)
2nd BecauseWhat are the logistical problems? (Answer: Lack of available lorries)
3rd Why: Why are there no lorries available? (Answer: Some lorries are being repaired.)
4th Because: Why are lorries being repaired so frequently? (Answer: Lack of adequate preventive maintenance)
5th Because: Why is adequate preventive maintenance not carried out? (Answer: Lack of resources and company priorities)
The Ishikawa diagram and other Lean Production techniques
The Ishikawa diagram integrates perfectly with other Lean Production techniques, such as 5S, the Kanbanand the Kaizen. For example, it can be used to identify the root causes of a disorder problem (5S), to optimise material flow (Kanban) or to identify areas for continuous improvement (Kaizen). The Ishikawa diagram is a versatile and powerful tool that can be applied in any business context. Its ability to visualise cause-and-effect relationships and stimulate group collaboration makes it an indispensable tool for improving quality, reducing costs and increasing customer satisfaction.
