www.newvalue.it

ready to change

OBSERVINGANALYZINGPLANNING

5continents

26countries

f r o m 2 0 0 3 u p t o n o w i n t e r v e n t i o n s i n

Worldwide collaborations with leading companies show our desire to combine the local approach and the global one in order to be in line with the expectations of an increasingly

complex market.

1.000lean programs

OVER500MORE THANplants worldwide

f r o m 2 0 0 3 u p t o n o w i n t e r v e n t i o n s i n

The constant renovation of our know-how comes from the partnerships and the cultural exchanges with

multinational companies through which we are able to improve continuously the quality and effectiveness of

each intervention.

Passion, commitment and determination aim at the success of those companies that trust us

to guide their transformation processes towards Lean Manufacturing and represent the real

driving force of our own cultural and operational growth.

WCM interventions representing “FCA WCM Training & Consulting”NV Clients

Our worldwide interventions:

Albini Pitigliani Ariston Automotive Lighting

Bernese srl Brandi Sergio Cantine Ruffino

Chrysler CNH Production System

Co.Se.FI Collotype Labels Confindustria Firenze Derby

THE SATISFACTION OF OUR PARTNERS AND CUSTOMERS IS THE BEST WAY TO EVALUATE US

Application areas for our current customers National and International companies

- Automotive- Mechanical- Manufacturing

- Luxury- Food- Paper

- Logistics- Advanced services- Home Appliances

Public Administration

- Central and local government - Health organizations and Hospitals

- Public companies

Institutes and Associations

- Cultural Foundations- Universities

- Trade Associations- Chambers of Commerce

El.En. Elea

Elica Faber

Fiat FCA Fimax Flora Fondazione Naz. Carlo Collodi Formetica Formez

FPT Gamont Garpe

Montepaschi Pelletteria Ennepi Pelletteria il Veliero Polimoda Power Soft Regione Toscana Richard Ginori Rossi Group

Royal Mail Santipel Seda Selene

Sevel Smile

STE Teksid

Telecom Italia Terme di Chianciano Ti Forma Tiger Flex

Unilever VM Motori

Wepa Whirpool

Gate Gourmet GPA GT Gucci Guerriero

Indesit Isvor Fiat Iveco

La Gioiosa Lavazza

Lome Magna Closures

Magneti Marelli Metalcarta

NV was founded in 2003 specializing in consulting and on the job training in Lean Manufacturing

and WCM. Since 2007 NV has strengthened its position as the main external partner of FCA

- WCM Training & Consulting thanks to a continuous development of methods, tools and

standards for the application WCM and Lean logics. Focusing its interventions on the principle

of 4P: People, Processes, Planning and Performances, the team NV provides expertise covering

from the Business Strategy to Operations and developing human resources. It is a team of

professionals with high level of experience and expertise in analytical, managerial, technical,

and organizational fields who put all their resourses with great passion and result-oriented in

driving the customer intelligently on its own path. The history through which NV has evolved

and established itself, exploiting the perfect and efficient complementarity of the two areas of

Consulting and Training interventions within the Lean Management, has allowed it to operate

across various sectors of manufacturing and services both in private and public sectors, to

achieve along the time excellent performances and results and to gather increasingly exciting

challenges in many critical and strategic markets.

Strength Points

• Global COVERAGE• EXCELLENCE in applications of Lean/WCM• Demonstrable RESULTS on field• Tangible VALUE ADDED for the customers autonomous to follow their own

path of continuos improvement

TEAM APPROACH

OUR MISSION

Through a preliminary cultural change (training program) and a subsequent organizational/

operational restructuring (consulting intervention) we let emerge, renew and adapt to

economic changes all that inherent value that each company has in its very intimate; indeed

we bring expertise, methodologies and tools that are able to rise it to be more efficient,

more qualitative, more sustainable also in terms of environmental impact and thus more

competitive in the complex current economic scenario. We achieve this by:

guiding, supporting, and emancipating all of our customers towards

innovation, continuous improvement and the pursuit of their own

excellence

contributing to the professional development of the human resources

facilitating the processes of organizational and managerial change

improving the working mechanisms and operating systems

TEAM WORKINGDETERMINATION INNOVATION

RELIABILITYPASSION

CONCRETENESS

ENJOY YOUR PERFORMANCE

OUR BENCHMARKS

The Lean Conversion primarily requires to all the people involved in the company both a

strong awareness of the need for change and the sharing of the deriving process, which

will make everyone able to find their own inner motivation and their space for individual

improvement. Therefore NV creates for every customer its own path firmly built on shared

values such as:

Excellence: willingness to achieve high quality performance and skills by which creating

absolute distinction from the competitors.

Reliability: ethics, professionalism, fairness and responsibility are the foundations of the

relationship between NV and its customers.

Determination: the approach is firmly result-oriented.

Passion: the most effective approach in each intervention of both training and consulting

is based on emotional involvement that binds each of our consultant to his work and his

mission.

Innovation: continuous improvement and its implementation lies in the DNA of the NV team.

Concreteness: the objectives defined with and for the customer are always guaranteed and

quantifiable.

Team spirit: everyone in company must feel the protagonist of the change process and

cooperate with the NV team to achieve the objectives.

1

2

3

STABILITY

CAPABILITY

RELIABILITY

WORLDCLASS

LEAN

6 SIGMA

DFSS

• BASIC CONDITIONS• IMPROVEMENT• CONTROL

• REDUCING VARIATION• IN-PROCESS CONTROL• STATISTICAL TOOLS

• ROBUST PROCESSES• DESIGN FOR SIX-SIGMA• FUNCTIONS DEPLOYMENT

YOUR WAY TO EXCELLENCE

NV WORLD-CLASS STRATEGY

The strategy of intervention to lead our clients to the Excellence on a World-Class path of Value Creation and to the consistency and sustainability of the final result is based on:

• continuous updating• research of best practices at international level• integration of multidisciplinary teams• enhancement of human capital

AREAS OFINTERVENTIONS

Thanks to our extensive experience in the field we are able to guide and support all of our custo-

mers with entire program of Lean and World Class Transformation along all the processes of the

Value Chain.

The actions required to guide the change process are applied in all the various business activities,

from Business Strategy to Product Development, and are addressed to all levels of management

from top and middle management to all the levels of operational management, with the aims to

develop the skills required for change and continuous improvement.

LEAN TRANSFORMATION& VALUE CREATION

WORLD CLASS ORGANIZATION

BUSI

NESS

STRA

TEGY

• Lean Leadership • People coaching• Development and strengthening of skills

• Productivity increasing andcontinuous improvement

• Elimination of wastes and losses• Reduction of transformationcosts and on delivery times

• Robust design and reduction of product development costs

• Reduction of time to market• Design for manufacturing

& PRODUCT DE

VELO

PMEN

T

INNOV

ATIO

N

PEOPLE EMPOWERMENT

• Business development• Corporate strategy• Risk Management

THE METHODOLOGY

The NV intervention at each customer location begins with the on field observation of the

entire production process (from raw material procurement to the finished goods stocking),

proceeds with the analyse alongside all the Non Value Added (NVA) activities that will have

to be eliminated and ends with the planning of the Lean conversion project customized for

each specific business.

The path is structured on the Strategic Plan / Training / Operation, but journey starts from

a cultural change aimed at:

• creating an organization that learns through reflection on what it does (Hansei) and Con-

tinuous Improvement (Kaizen);

• developing a specific ability to reflect, getting involved in bringing out the problems,

analyzing in depth the root causes of them and deciding to face up to them by offering

targeted actions;

INNOVATIVE AND CUSTOMIZED SOLUTIONS

EMPOWERPEOPLE AND

ORGANIZATIONS

CREATE A NEWWORKING ENVIRONMENT

AND “THINKING”APPROACH

PLANNING STRATEGY,ORGANIZATION MANAGEMENT,

DAILY WORK AND CUSTOMERS SUPPORT

TO

TO

IN

FOR

• founding growth on the development of the people;

• creating the culture of customer satisfaction in every workstation.

That’s what will make the ground ready to work on together and to take practical actions

which will guide the client to undertake its own program of Lean Innovation through the

following logical steps:

• prioritization of interventions based on the severity of the problems and their respective causes;

• identification of projects/ pilot areas;

• verification and validation of the “pilot” solutions before standardizing them;

• expansion of the solutions, standards and procedures to other areas/ processes.

All the steps mentioned above will be conducted with a constant, systematic and timely

based approach on the logics of PDCA of the continuous improvement.

Our Lean Innovation program is built on the strategic vision of “Lean Evolution” which starts

from a current state and defines a future one which has to be achieved step by step. An

accurate and detailed study of the business objectives and activities, aiming at an innovative

Value Creation for the customer, is the basic premise of the program. This is based on three

aspects that involve the entire business organization:

• Value Strategy identifies new business targets and opportunities according to the

expectations of the market and a healthy growth of the organization.

• Value Planning traces the route map for effectively managing the Change process in the

business environment.

• Value Transformation intervenes in all the processes involved in the Change strategy.

After having defined the specific Vision of the Value Creation we can approach the following

operational phases:

VALUE DEPLOYMENTOnly a complete integration between an industrial vision of losses and their impact on the

income statement makes the company able to fight and win the war against Losses and

Wastage. Through the Value Deployment NV establishes that integration between Industrial

Management and Economic/Financial Management in order to make them work together for

this common goal.

The main steps are:

• identify the network of losses;

• analyse in detail the type of loss, quantify its effect on the processes (KPI) and its

corresponding economic impact on the company;

• define a priority matrix to attack Losses and Wastage based on their severity;

• classify all the areas of transformation processes and choose the pilot area on the basis of

a preliminary assessment of Benefit/Cost ratio.

The definition of priorities and realization of improvement, must be evaluated and measured

objectively. Therefore the KPIs (Key Performance Indicators) become a guide for managing

a realistic and evident improvement. They allow us to manage the priorities, highlighting the

LEAN INNOVATION

critical elements and identifying clearly where they are.

The KPIs thus demonstrate which improvements are achieved through a change of processes,

a change in the approach of tackling the problem and a change in the way of driving the

business.

This method is the practical application of the principle “REAL DATA - REAL FACT” that

underlies the concept of measurable improvement that just in that way is easily driven to

the target “ZERO”:

• Zero defects

• Zero accidents

• Zero stocks

• Zero wastes

The KPIs used show how the company’s value evolves and how it is consolidated in relation

to the strategic objectives, what is necessary to optimize the BENEFITS/ COSTS relationship,

considering the reduction of wastes and losses on one hand and cost of the improvements

on the other one.

LEAN JOURNEY This method can lead to excellent results even starting from a scenario of high losses in an

unstable condition of the processes and in the absence of minimum standards.

THE NV LEAN JOURNEY CAN BE SUMMARIZED IN THREE PHASES:

• BASIC CONDITIONS: We drive the client to become aware of the current state of the

processes, to restore the processes and maintain the basic standards, to establish a priority

list, to properly use methods and standard tools in order to solve the issues and transform

the processes.

• IMPROVEMENT SETTING: We apply the approach of continuous improvement based on

systematic analysis and elimination of the root causes. Recurring problems and chronic

factors are attacked for a structural improvement of the processes. The application of tools

RISKPREDICTION

ELIMINATETHE RISK

ELIMINATETHE ROOT CAUSES

REACTTO PROBLEMS

IMPROVEMENTSETTING

BASIC CONDITION &PROBLEM SOLVING

and the

improvement culture is spread in the organization. There is a clear demonstrations of

improved performances.

• RISK PREDICTION: We support the client to apply and extend the Lean procedures and

standards throughout the organization. Methods and tools of advanced level are applied to

eliminate the risk of losses in the processes (Process Robust Design). Innovative ways are

applied to pursue the objective of Excellence by a systematic comparison with the existing

Best Practices through a regular process of Benchmarking.

The gradual intervention approach gives the customer the ability to evaluate the cultural

evolution step by step, to measure improvements and to consolidate the changes in order

to create the basis for the next steps. The application of the method is managed so that the

path shows a harmonious growth and is supported by a consistent economic return from the

implemented activities. Our Lean transformationway starts from one Pilot Area and moves to

all other areas of the organization following the classification of the areas just defined by the

Value Deployment. This method ensures the strengthening of skills of the people beside the

sharing and the stabilization of the new standards.

FINAL DELIVERY A distinctive feature of NV Lean Tranformation program is that NV delivers the know-how

to the customer. It makes the customers independent by giving them the ownership of the

methodology so that they can manage their growth by acquiring the methods and tools

applied first in the model area and later in the expansion areas. In this way the customers

acquire the ability to manage, organize and pursue their Lean Journey beside the willingness

to constantly pursue continuous improvement and control of their business. After the

intervention, the customers will have a:

• cultural change in the organization, the decision-making process is based on factual

informations;

• new approach to the problem-solving process, not based on the urgency but planned and

organized on business critical items;

• clear definition of the strategic targets before the decision making;

• clear understanding of the targets at each organization level. Everybody in the company is

aware about the road map to achieve the goals;

• better information flow, from Top-Down and vice versa;

• conscious use of a set of methods for continuous processes improvement and people

empowerment that will produce a continuous value company growth.

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ÁREA PILOTO ÁREA DE CLASSE "AA" PLANT / EMPRESA

CAMINHO GRADUAL

LEARNING BY DOING

Training is the foundation on which the new “Lean Culture” of the company is built and the path

towards Lean Transformation is established. The NV Know-How has an innovative approach to

transfer skills to the people through which they can bring a constant and effective change. The

field applications realised by NV in Europe, Asia, North America, South America and Africa help

in enriching the knowledge exchanges and understanding the methods and tools successfully

implemented in Genba.

We develope specific learning experiences for the business environment in which people have to

operate. Customized simulations and Role Play are used to “train” the people to implement the

new skills in their processes. Train-The-Trainer programs are designed to create a “generation”

of Lean Ambassadors who will grow as key figures of change. They will be facilitators of

the transfer of necessary know-how to the company, which will make it autonomous in the

management and diffusion of internal Lean practice. We have developed a methodology for the

certification of Lean Ambassadors according to a rational evaluation metric.

We continuously update our training material and tools, incorporating the best practices we have

implemented at global level.

Our main Lean Training Packages :

• Lean Approach

• Safety

• Workplace Organization

• Supply Chain Logistics

• Total Quality Control

• Productive Maintenance

• Change Management & Kaizen Activity

• Energy & Environment

■ LEAN APPROACH

Value Operations is our own Lean approach to lead companies to the excellence. Our Lean Approach is based on Methods, Standards, Tools designed to optimize times, assets, human resources, quality and responsiveness of the organization.

■ SAFETY

Our program on Safety goes beyond the mere Safety Laws & Regulations accomplishment. The programme allows you to consider Safety as an actual top priority within your organization. The program gradually leads everyone to contribute actively and effectively to improve Safety.

■ SUPPLY CHAIN LOGISTICS

Supply Chain and Logistics requires a systematic, strategic coordination of the traditional business functions and of operating methodologies across those business functions in order to improve the long-term performance of the company. This approach will give you a clear understanding on how to implement a controlled and optimized Supply Chain Logistic starting from the suppliers and arriving to the working place by suitable material management.

■ WORKPLACE ORGANIZATION

The Workplace Organization Package focuses on the “Labour Inten-sive” area in Manufacturing. WO is a method to eliminate wastes and losses and to improve productivity in all the workplaces. The elimination of Non Value Added Activities and the creation of a safe and ergonomic workplace is the base of the WO methodology.

■ TOTAL QUALITY CONTROLThe main goal in the industrial and services businesses is to guarantee the expected Quality standards as required by the Customer and, at the same time, to minimize the source of costs variability in the processes. Quality control methodologies and tools have been engineered and fine tuned throughout many worldwide experiences focusing on the Reactive phase (the ability to detect, analyze and solve the problems) and developing the Proactive phase (predict the possible risk and root causes to maintain the process cost under Total Control).

■ PRODUCTIVE MAINTENANCE

The proper application of Productive Maintenance methodology is one of the key factor to enhance the Company’s competitiveness.The maintenance activities have typically a big cost impact. The most difficult challenge is to find out the right compromise between the cost in terms of production losses due to lack of maintenance and the Maintenance costs itself.

■ ENERGY & ENVIRONMENT

If you want to effectively reduce the cost of production it is necessary to analyze and improve industrial operational processes by applying methods and tools in order to eliminate losses and waste regarding the Energy and the Environment. Our Program is focused on a operational strategy, analyses, checks and improves both the use of production machinery and the processes operational management, focusing on analyse, check and which through some specific analysis tools energy cost and environmental risks reduction.

■ CHANGE MANAGEMENT

Placing human resources at the center of the Lean Transformation is the only way to actually make it happen! People need to take the ownership of the improvement process to be able to lead the change. Performance can only grow if people enhance their skills to create and manage a more efficient process.Human resources have to learn and understand the Kaizen approach because they will be the main actors in its application in the “Genba”.

www.newvalue.it

New Value Srl

Via Pier Capponi, 3250132 \ Firenze \ IT

T. +39 055 0125195F. +39 055 561470

www.newvalue.itinfo@newvalue.it

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