Come applicare il lean thinking in logistica – Parte 3

Come applicare il lean thinking in logistica – Parte 3

Sprechi di spazio In generale, un aspetto tipico degli interventi di riforma della logistica è l’ampiezza dell’ambito su cui si concentra e su cui si riflette. Interventi di riforma in questo campo possono prevedere azioni di tipo assai eterogeneo: rendere adeguato il...
Come applicare il lean thinking in logistica – Parte 3

Come applicare il lean thinking in logistica – Parte 2

Sprechi (muda) di trasporto Quando nelle aziende ci succede di domandare: “A che livello si attesta il valore percentuale di efficienza dei vostri camion?”, la risposta è in genere: “Dal rendiconto mensile pervenuto dal nostro fornitore logistico l’indice di carico è...
Come applicare il lean thinking in logistica – Parte 3

Come applicare il lean thinking in logistica – Parte 1

Da dove partire? Come implementare il pensiero snello nella logistica? Dovendo dire cosa è il “Lean Thinking” in poche parole, potremmo dire che si tratta essenzialmente di una “rimozione accurata degli sprechi”. Le pubblicazioni sul lean sono innumerevoli ed...
Come applicare il lean thinking in logistica – Parte 3

Come applicare il lean thinking in logistica

Da dove partire? Come implementare il pensiero snello nella logistica? Dovendo dire cosa è il “Lean Thinking” in poche parole, potremmo dire che si tratta essenzialmente di una “rimozione accurata degli sprechi”. Le pubblicazioni sul lean sono innumerevoli ed...
Liz Truss was in JMAC Tokyo!

Liz Truss was in JMAC Tokyo!

Liz Truss has been elected as the new Prime Minister of the United Kingdom. She actually visited JMAC Tokyo before. There was a commemorative photo taken when she visited our headquarters. We are very happy to introduce it! On September 21, 2017, Liz Truss, Chief...
Toshiba Tec Corporation – Parte 2

Toshiba Tec Corporation – Parte 2

By converting to ‘Technological starting point’, they further enrich their ideas. This is where the third approach started with JMAC support. In the approach of (3) “Technological starting point”, they gathered the information on promising technologies in...
Toshiba Tec Corporation – Parte 1

Toshiba Tec Corporation – Parte 1

“New business development is “Sen-Mitsu”. It is Japanese saying which means 3 (Mits) out of 1,000 (Sen) will succeed. There are the researchers who continue to challenge in such world. They are the members of Toshiba TEC’s “Future Create Activity”. What method did...
Toshiba Tec Corporation

Toshiba Tec Corporation

“New business development is “Sen-Mitsu”. It is Japanese saying which means 3 (Mits) out of 1,000 (Sen) will succeed. There are the researchers who continue to challenge in such world. They are the members of Toshiba TEC’s “Future Create Activity”....
Shinjudo Corporation – Part 2

Shinjudo Corporation – Part 2

“Confidence” and “awareness” are the driving force; Leaders who have started the autonomous activities Regarding the changes in the leaders who took the P Course, Mr. Murakami said, “After that, they have changed a lot. They are imposing....
Shinjudo Corporation – Part 2

Shinjudo Corporation – Part 1

Fostering “the leaders who understand the improvement activities” and accelerating the organizational reformation – Manufacturing and human resource development of Shinjudo, a long-established notebook manufacturing company – In 2013, Shinjudo,...
Shinjudo Corporation – Part 2

Shinjudo Corporation

Fostering “the leaders who understand the improvement activities” and accelerating the organizational reformation – Manufacturing and human resource development of Shinjudo, a long-established notebook manufacturing company – In 2013, Shinjudo,...
Casappa Shanghai

Casappa Shanghai

Overcoming Cultural Barriers and Increasing Organizational Strength through Managerial Reforms – Italy: Parlaying Success in Our Chinese Business to a Global Expansion – After Casappa entered the market in Shanghai, China, in 2005, unique Chinese cultural...