Home  /  Storci SpA

Storci SpA

Lean, robust and results-oriented processes | Case Study

Home  /  Storci SpA

Storci SpA

Lean, robust and results-oriented processes | Case Study

Bonfiglioli Consulting's intervention helped us define a new organizational structure ready for the challenges of the coming years, accompanying us every step of the way with professionalism and care.

Michele Storci, CEO

We now have the knowledge that we have streamlined, robust and efficient processes in the Company, which are increasingly focused on Customer satisfaction and defending margins.

Simone Storci, CEO

Scenario

Storci, officially established in 1991 but with more than 60 years of history behind it, deals with the construction of pasta-making machines.

In 1995, the partnership with Fava Spa, among the world's leading manufacturers of pasta equipment, began.

Storci manufactures for Fava the world's largest industrial line presses for dry pasta production.

Today the group is a world leader in the industry, with about 40% in the market.

Under its own brand, Storci makes plants intended for all other productions: special dry pasta, fresh pasta, ready meals, instant pasta, gluten-free pasta and couscous.

Storci's management, has Decided to increase its competitiveness Improving performance in "core" processes, i.e., budgeting, design, production and commissioning, thanks to the'application of'LWC approach®.  

Areas of intervention

The Bonfiglioli Consulting team took action:

  • On the processes of the Technical Area,
    • introducing Tools for resource planning and order management customer throughout their development
    • by acting on the improving the pre-sales process, through the construction of a technical/commercial product configurator, for robust management of the quotation stages,
    • working on reducing product costs (in terms of purchasing costs for materials and labor accounts).
  • On the organization of the factory, through:
    • l'5S method application
    • the reduction of non-value-added activities (e.g., equipment search time, material handling, and rework)
    • the materials management, ensuring that the right components arrive at the right times and in the right sequence

At the same time it was revised organizational chart, with a view to clarity on hierarchical relationships and definition of responsibilities and duties.

It was also optimized the customer service process, with a focus on Commissioning, i.e., the delicate time of installation and testing of systems at Customers around the world.

Results

The intervention led to a streamlining of the Value Chain in the management of the entire Storci order (from order acquisition to commissioning at the Customer's site) based on leaner, more robust and results-oriented processes.

A greater awareness was obtained in the Structure of hierarchical relationships and one's duties and responsibilities.

In addition, the activation of the Product Configurator has made the more accurate and high-performance budgeting activities greatly reducing the Lead Time of Bid generation and accuracy on expected margins.

In terms of numbers they count:

  • Reduced purchase cost for materials (components and labor account) of 8%
  • Increased productivity in the Technical Office of 12%
  • Increased productivity at 18% assembly
  • Product Configurator Activation for the 90% of standard machines. 

Objectives achieved

+18%

PRODUCTIVITY AT ASSEMBLYI

-8%

MATERIAL PURCHASE COST

+12%

INCREASED PRODUCTIVITY