Created by a cross-functional team consisting of members from Production, Quality, Logistics, and Engineering Process
Rovigo, 25 January 2012 – A production line that looks like open space. Desks inserted between warehouses and production areas. Charts and performance indicators positioned where tractors are being assembled. A true revolution in the way work is devised at the plant. In short, starting today, this is what a visitor will see when he or she enters the production area at Carraro Agritalia in Rovigo.
This redesign of the cabin assembly line, which was carried out by integrating “lean” production prin-ciples like Mizusumashi and Kanban, including properly situated pre-assembly areas and service wa-rehouses that make materials available on demand, has resulted in more than just a radical over-haul of production spaces. By reducing the size of the shop floor by some 400 m2, a real decrease was achieved in the times for moving materials, with a corresponding increase in the line’s efficiency and reliability, in process qual-ity, as well as in the training and involvement of the workers. All of this was made possible by intense work that began last June, which also resulted in the decision to locate in close proximity to this production line a cross-functional team composed of people from various areas: Production, Quality, Logistics, Process Engineering.
“This really is a small revolution, which had various reasons behind it”, said Stan Vriends, Managing Director of Carraro Agritalia. “Starting today, we have a highly efficient, cross-functional team in place that is in close contact with production. We’ve achieved even greater order and more available space. We’ve improved the efficiency and quality of our production processes. And, above all, we’ve gotten our employees better involved.”
Positive comments were also offered by the union: Simone Zanirato, David Maniezzo, Andrea Marigo, and Nicola Buratto, members of the company’s RSU (Unitary Workplace Union Structure), all said, “The mindset based on dialogue and a balancing of interests between the organisation and its em-ployees, as well as their involvement, fostered a positive atmosphere of mutual trust while the chan-ges were being defined and implemented. The employees appreciated the opportunity to have their say and point out possible improvements. It was recognised that in comparison to past situations, the achieved results are real and highly visible to all. The RSU thus hopes that a similar attitude will be adopted and broadened in other production areas as well.”
“We’re just at the beginning”, said Stan Vriends in summary. “This path embarked upon with the ca-bin line will be soon be extended to Agritalia’s other production areas, which are to be redesigned according to these principles by year end. A challenging path, but one we are certain have an impor-tant, positive impact on all levels.”
