Lean Manufacturing: aligned with client-focused services

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Following an interview with Giorgio Valli (Operations & Production Director at Duplomatic MS) and colleague Marco Tovaglieri (Supply Chain Manager at Duplomatic MS) an interesting discussion arose on how Duplomatic Motion Solutions applies a lean manufacturing approach in the context of a more complex customer-service-focused strategy. We would like to share these reflections with you.

Since 2014, Duplomatic MS has progressively implemented lean principles for a significant portion of its production. This decision sits in a market-differentiation context, with the specific goal of placing customer requirements as our top priority.

Over time, active participation in the Lean Club, established by the LIUC university of Castellanza (Varese) and the annual audit with positive results for our company MS has confirmed to us that the direction we have chosen is increasingly influencing production and our customer service.

This places Duplomatic MS in the right position to enjoy underlying benefits of the Industry 4.0 paradigm, having long started work on connectivity and “networking” between machines and between operators and machines.

Tangible application of the lean approach is today evident at

the Duplomatic MS facility in Parabiago (Milan), where orders and deliveries are managed for a certain number of components from our catalogue in just a few days. The “T+3” project is a service offering that is greatly appreciated by many customers who know that they can rely on us as a partner that always has component stock on hand or available very quickly.

This goal has proved very valuable to us, and essential in a fragmented economic and demand scenario, with poor visibility and orders required urgently.

Assembly-to-order is a process that offers optimal availability and satisfaction for companies working with us, without added costs.

 However, the lean method has not only been used to improve our outbound offer. There have also been many improvements to internal processes.

For example, lean approaches have been applied to reorganisation of internal logistics also for other production departments, connected to more complex orders, such as those managed by the Hydraulic Systems business unit in Lainate (Milan).

Both Giorgio Valli and Marco Tovaglieri have highlighted one particularly important aspect linked to adoption of a lean methodology: an increase in the importance of the human factor to the company’s growth. Being able to rely on a proactive approach, communication and sharing of information, and an overall increase in the professional qualities of personnel is fundamental. And these aspects are incentivised by lean culture and contribute to a more competitive and innovative business.

The final aspect to consider in terms of a lean structure is obviously technology. Duplomatic MS has progressively implemented connection and exchange of data between machines and the MES (Manufacturing Execution System), with various data collection processes. IT systems are therefore essential to a lean approach.

“The choice of a lean approach, which will be progressively broadened and increased, also in the near future, represents a correct and forward-thinking decision, also in the light of current events. Lockdowns and situations of uncertainty make orders increasingly difficult to forecast, meaning that the ability to offer rapid deliveries on the basis of flexible production is an advantage for customers and for Duplomatic, which can meet a wide range of different requests”, concluded Giorgio Valli.

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