The success of the "Order to Manufacturing" project was the involvement of the people who made it sustainable.

"Consolidating LEAS positioning on the market as main contractor, increasing our ability to develop plants of significant dimensions with a view to verticalization inherent in the company's business model: this is the vision of LEAS, in which we deal with the design and construction of integrated industrial automations and special machines for welding and assembly of sheet metal components and products" are the words of Marzio Rossi CEO, who tells where the will to start this project.

"The company's desire was to maintain its core business in the production of welding systems where the decades of experience and expertise of people had allowed the company to be the undisputed leader in the market, while exploring new possible applications in which to bring new skills and significant innovations across the board.

All this through an overall cultural growth, already started with the creation of a test laboratory, a Welding Test Area and the project of an internal academy" adds Federico Bugno, Chief Sales & Marketing Officer in Leas since 2013.

"An ambitious project that not only included a change in the organization of processes but also a strong change in people. The project started in 2022 and today, after all these months where we have been able to know and experience LEAS we could describe it in this way: a company with ambitious goals, with a strong ability to put on the ground what is a strategy written on paper in concrete actions. A company that never stands still and that in recent months has literally transformed: 18 months, 22 project sites activated, 5 new plants and a doubled number of orders managed. These are the numbers that describe the project" says Gianni Dal Pozzo, CEO of Considi.

"To manage this type of complexity, we completed the first phase of the project, defined thanks to the Hoshin Kanri methodology, where we declined the objectives of the individual construction sites in harmony with the medium-term strategy and with the expected economic results. Fundamental to the success of the project was the involvement of people and working side by side with them that allowed the project to become sustainable where the new processes are "of the Leas people" "adds Salvatore Ragusa Associate of Considi.

"Vision, tools and teams were the key elements in the reorganization of the Order to Manufacturing information management process, which saw the review of the entire process; from the customer's signature to the testing of the system" explains Salvatore Ragusa "in this phase we have:

• designed a contract management system that allows you to plan long-term workloads and implement strategies to meet the delivery date and for the management of the progress and status of orders in real time of the entire order management process in a context that requires strong flexibility.
• by using the Agile methodology, we have shortened the time to market of products thanks to attentive and engaged teams that are able to predict any critical issues and anticipate problems with effective solutions.
• in addition, the punctual management of appointments in the different phases of the process has allowed an effective management of complexity where, as in an orchestra, all the actors play their part perfectly but coordinating with the others to obtain a music in harmony.

Organization, visual information and support of tracking systems summarize the levers used to make the Manufacturing to Shipping process more efficient, where we have:

• starting from the mapping of production planning processes, implemented visual management systems and stand up meetings to keep under control the focal points of the process that give rhythm to the same.
• reduced the time related to non-value activities, implementing punctual warehouse management and reviewing material management flows and procedures
• created partnerships with external suppliers to manage long-term planning
• managed with the logic of kanban the flows of more than 200 codes in production
• implemented the MES management system to have a more punctual and precise production control."

"All this was accompanied by some 5S activities with the aim of involving people and creating a new culture of process management. From a management point of view, corporate monitoring KPIs have been defined that allow management to have a performance measurement system in a structured way, to verify improvement activities and process progress, knowing that data management is delegated to the people who are responsible for the process. These are the results that can be achieved in a company that has a clear strategic vision and believes in people, their skills and their growth" concludes Elisabetta Mason Associate of Considi.