https://www.dallan.com/en/enEntrepreneurshipCopyright Andrea Dallanhttps://d3wo5wojvuv7l.cloudfront.net/t_rss_itunes_square_1400/images.spreaker.com/original/a6a100bb7357632dcbbc68b7e9e0fcbf.jpghttps://www.dallan.com/en/Mon, 27 Jan 2025 09:53:12 +0000Andrea DallanAndrea Dallanmarketing@dallan.comEfficiency as it has never been told before.false4dc89d1b-fe79-5d69-8ce1-658a71d9b540episodichttps://www.spreaker.com/episode/lean-production-rapid-production-change-systems--58860183
For roll forming, the set-up time of a line was traditionally a very time-consuming operation, in which rollers were changed one by one at each station (and had to be positioned accurately and adjusted individually). For some machines, this could literally take days and require highly skilled engineers.

Can any company afford this kind of downtime nowadays?]]>https://api.spreaker.com/episode/58860183Mon, 04 Mar 2024 10:46:42 +0000Andrea DallanIn the Lean philosophy, we know that it is important to adapt production to the customer requests and that retooling on a line needs to be completed in minutes, not hours. For roll forming, the set-up time of a line was traditionally a very...
For roll forming, the set-up time of a line was traditionally a very time-consuming operation, in which rollers were changed one by one at each station (and had to be positioned accurately and adjusted individually). For some machines, this could literally take days and require highly skilled engineers.

Can any company afford this kind of downtime nowadays?]]>816false26fullhttps://www.spreaker.com/episode/the-4-basic-steps-you-need-to-take-before-purchasing-your-new-thin-material-processing-machine--57179371https://api.spreaker.com/episode/57179371Mon, 16 Oct 2023 08:10:10 +0000Andrea DallanWhen you find yourself having to decide between different production systems or when management has given you the responsibility to make this decision, you undoubtedly ask yourself the following question: what if I make the wrong investment?586false25fullhttps://www.spreaker.com/episode/how-much-does-the-cost-raw-material-impact-on-your-company-margins--56612205Such increases make financial planning, inventory cost assessment and so on very difficult.
In addition, if the cost of base material increases, margins shrink.
Increasingly, we are being approached by companies to investigate ways of making sheet metal products, saving material, while maintaining and very often increasing product quality and performance.
Learning to manufacture with thinner materials, today, becomes-not just a necessity-but a real opportunity!]]>https://api.spreaker.com/episode/56612205Mon, 28 Aug 2023 09:47:48 +0000Andrea DallanOver the past few years, we have seen a major increase in the cost of raw materials, such as hot-rolled coils, which have increased by more than 41%. Such increases make financial planning, inventory cost assessment and so on very difficult. In...Such increases make financial planning, inventory cost assessment and so on very difficult.
In addition, if the cost of base material increases, margins shrink.
Increasingly, we are being approached by companies to investigate ways of making sheet metal products, saving material, while maintaining and very often increasing product quality and performance.
Learning to manufacture with thinner materials, today, becomes-not just a necessity-but a real opportunity!]]>953company,companymargins,impact,material,products,quality,rawmaterial,savingmaterialfalse24fullhttps://www.spreaker.com/episode/reshoring-post-covid-3-out-of-4-companies-move-production-back-into-the-country--54028223https://api.spreaker.com/episode/54028223Mon, 29 May 2023 09:52:16 +0000Andrea DallanThe data is very interesting: in Italy, three out of four companies that had moved production abroad are moving production back into the country If we add the fact that 80% of multinationals have already drawn up plans to move production back into the...661company,efficiency,multinational,productionfalse23fullhttps://www.spreaker.com/episode/industry-4-0-industrial-production-of-the-future--53773013That is precisely why I started to read up on it and fixate on the concepts that lead to evolving a company from the artisanal and master model, to a true industry of the future.]]>https://api.spreaker.com/episode/53773013Mon, 08 May 2023 08:22:57 +0000Andrea DallanWhen I first started hearing about Industry 4.0 in 2013, I must admit that I didn't understand much about it. That is precisely why I started to read up on it and fixate on the concepts that lead to evolving a company from the artisanal and master...That is precisely why I started to read up on it and fixate on the concepts that lead to evolving a company from the artisanal and master model, to a true industry of the future.]]>8864.0,company,efficiency,evolution,future,industrial,industrialofthefuture,productionfalse22fullhttps://www.spreaker.com/episode/a-new-era-for-the-manufacturing-efficiency-is-started--53501762https://api.spreaker.com/episode/53501762Tue, 11 Apr 2023 15:35:39 +0000Andrea DallanWhat more could there possibly be to say about the world of sheet metal working that is so interesting?1073false21fullhttps://www.spreaker.com/episode/it-is-easier-to-win-a-lottery-than-to-find-a-specialized-technician--52714048
This is accompanied by the desire to contain production costs as much as possible, replacing the personnel assigned to simple or repetitive operations with automations.

The forbidden dream of entrepreneurs and companies is to produce with very little or no staff.]]>https://api.spreaker.com/episode/52714048Mon, 13 Feb 2023 11:25:19 +0000Andrea DallanThe difficulty of finding productive personnel, especially in Europe and North America, is becoming an increasingly widespread problem. This is accompanied by the desire to contain production costs as much as possible, replacing the personnel...
This is accompanied by the desire to contain production costs as much as possible, replacing the personnel assigned to simple or repetitive operations with automations.

The forbidden dream of entrepreneurs and companies is to produce with very little or no staff.]]>795automationfalse116fullhttps://www.spreaker.com/episode/flexibility-the-combi-system-for-embossing--52580846https://api.spreaker.com/episode/52580846Mon, 30 Jan 2023 11:01:21 +0000Andrea DallanThe SMED philosophy, which is an instrument of Lean Production, is the goal of perfection towards which you can strive, even over time, adding Combi groups and equipment in order to increasingly simplify and speed-up tool changeovers - as long as the...388flexibilityfalse115fullhttps://www.spreaker.com/episode/production-from-sheet-or-from-coil--52451127We process around 70,000 tons of steel sheets per year.
In this case, our goal was to improve our ability to produce small batches, special pieces, prototypes and samples, to satisfy the great demand for flexibility and to produce special pieces based on specific customer requests.
In this case, our goal was to improve our ability to produce small batches, special pieces, prototypes and samples,to satisfy the great demand for flexibility and to produce special pieces based on specific customer requests.
However, we wanted to combine high flexibility with good productivity levels.
So an important question arose again and again during investment planning: production from sheet or from coil?]]>https://api.spreaker.com/episode/52451127Mon, 16 Jan 2023 10:36:02 +0000Andrea DallanBito Lagertechnik Bittmann GmbH is one of the European leaders in storage systems. We process around 70,000 tons of steel sheets per year. In this case, our goal was to improve our ability to produce small batches, special pieces, prototypes and...We process around 70,000 tons of steel sheets per year.
In this case, our goal was to improve our ability to produce small batches, special pieces, prototypes and samples, to satisfy the great demand for flexibility and to produce special pieces based on specific customer requests.
In this case, our goal was to improve our ability to produce small batches, special pieces, prototypes and samples,to satisfy the great demand for flexibility and to produce special pieces based on specific customer requests.
However, we wanted to combine high flexibility with good productivity levels.
So an important question arose again and again during investment planning: production from sheet or from coil?]]>1270flexibility,laser,production,punching,specialpiecesfalse114fullhttps://www.spreaker.com/episode/laser-cutting-systems-combined-with-independent-machines--52226448“We’ve been working with Dallan, both the company and the family, for over twenty years and I’m certain we’ll carry on doing so and it will continue to be very rewarding.

The time invested in launching the new combined CXN line is now producing great results for our company in terms of flexibility and savings under various aspects.

FEMI-CZ is a company that, as well as an important quota of standard production, also has an equally significant quota of custom production, which has to be “invented” and organized each and every day, keeping under control both times and costs.

The answer we found to both our standard and custom needs was this Dallan combined machine, which, having been conceived as “two machines in one”, further increases its use, thereby optimizing the investment.”
Antonio Zambelli ]]>https://api.spreaker.com/episode/52226448Mon, 19 Dec 2022 14:19:44 +0000Andrea Dallan“We’ve been working with Dallan, both the company and the family, for over twenty years and I’m certain we’ll carry on doing so and it will continue to be very rewarding. The time invested in launching the new combined CXN line is now producing great...“We’ve been working with Dallan, both the company and the family, for over twenty years and I’m certain we’ll carry on doing so and it will continue to be very rewarding.

The time invested in launching the new combined CXN line is now producing great results for our company in terms of flexibility and savings under various aspects.

FEMI-CZ is a company that, as well as an important quota of standard production, also has an equally significant quota of custom production, which has to be “invented” and organized each and every day, keeping under control both times and costs.

The answer we found to both our standard and custom needs was this Dallan combined machine, which, having been conceived as “two machines in one”, further increases its use, thereby optimizing the investment.”
Antonio Zambelli ]]>473combo,efficiency,flexibility,laser,lasercuttingfalse113fullhttps://www.spreaker.com/episode/flexibility-and-squaring-the-circle--51316958https://api.spreaker.com/episode/51316958Tue, 20 Sep 2022 08:26:42 +0000Andrea DallanIn 2013, we decided to consolidate our various companies into one, Dallan, through mergers by incorporation. So, following the acquisition of the minority stakeholders’ shares, we managed to complete the whole business within the space of six months....839dallan,efficiency,indipendentmachine,laser,lasercutting,podcastfalse112fullhttps://www.spreaker.com/episode/1984--51063131In that period, my father also made a trip to the United States.
He’s always loved reading books on management and strategy (he’s always been self-taught) and he brought along a book by Michel M. Robert on corporate strategy.
He always tells me that he was struck by a simple concept.
The book explained that a company should focus mainly on selling what it does well. Therefore, to understand what it does well, it needs to analyze the profitability of every product it sells.
My father also had the cost data of the machines sold in previous reporting periods with him, so he analyzed them and understood that the only machines on which he made money were those for thicknesses of less than two millimeters, while the others almost always brought losses.
No sooner said than done. During the return trip, he wrote his first business strategy, defining Dallan as a company specializing in easy to use roll forming systems for thin sheet metal.
The most difficult thing for a company that still had little work was to start saying “no” to customers who asked for machines for profiles over two millimeters thick.
“So, you don’t know how to make them?” – they would provoke.
So, my father began replying that the request simply “isn’t part of our production program”. The effect of the decision to focus on a certain type of system was that the company began to get better and better and our market – now a smaller niche - began to expand internationally.]]>https://api.spreaker.com/episode/51063131Mon, 29 Aug 2022 08:48:39 +0000Andrea Dallan1984 was one of the most important years in the history of our company. In that period, my father also made a trip to the United States. He’s always loved reading books on management and strategy (he’s always been self-taught) and he brought along a...In that period, my father also made a trip to the United States.
He’s always loved reading books on management and strategy (he’s always been self-taught) and he brought along a book by Michel M. Robert on corporate strategy.
He always tells me that he was struck by a simple concept.
The book explained that a company should focus mainly on selling what it does well. Therefore, to understand what it does well, it needs to analyze the profitability of every product it sells.
My father also had the cost data of the machines sold in previous reporting periods with him, so he analyzed them and understood that the only machines on which he made money were those for thicknesses of less than two millimeters, while the others almost always brought losses.
No sooner said than done. During the return trip, he wrote his first business strategy, defining Dallan as a company specializing in easy to use roll forming systems for thin sheet metal.
The most difficult thing for a company that still had little work was to start saying “no” to customers who asked for machines for profiles over two millimeters thick.
“So, you don’t know how to make them?” – they would provoke.
So, my father began replying that the request simply “isn’t part of our production program”. The effect of the decision to focus on a certain type of system was that the company began to get better and better and our market – now a smaller niche - began to expand internationally.]]>363dallan,efficiency,manufacturing,podcastfalse111fullhttps://www.spreaker.com/episode/can-you-achieve-productivity-flexibility-at-the-same-time--50608897In the case of plasterboard systems, they require a wide variety of profiles and frequent production changeovers were necessary.
Without an extremely rapid production changeover system, even the fastest machine would have lost productivity.
To this end, we developed the Dallan Combi technology, which we had already introduced at the beginning of the nineties for changing rollers.]]>https://api.spreaker.com/episode/50608897Mon, 18 Jul 2022 08:36:34 +0000Andrea DallanIt’s already clear that the problem of Productivity is closely linked to Automation - which becomes a necessity - and Flexibility. In the case of plasterboard systems, they require a wide variety of profiles and frequent production changeovers were...In the case of plasterboard systems, they require a wide variety of profiles and frequent production changeovers were necessary.
Without an extremely rapid production changeover system, even the fastest machine would have lost productivity.
To this end, we developed the Dallan Combi technology, which we had already introduced at the beginning of the nineties for changing rollers.]]>769efficiency,flexibility,manufacturing,productivityfalse110fullhttps://www.spreaker.com/episode/how-to-increase-productivity--50081872
I began to understand which were the right questions to ask, starting with the size of the lots, the management of production before and after the machine and from the number of production changeovers.

Productivity often, if not always, clashed with the flexibility required of the process.

There were two main production systems in the sheet metal processing sector: one was sheet-fed with numerical control punching machines (for low production and high flexibility), and the other was coil-fed with a press and progressive dies (for high production, but with low flexibility).

The introduction of the parametric coil-fed punching systems introduced great benefits in terms of savings on raw materials, as well as huge increases in productivity and flexibility!]]>https://api.spreaker.com/episode/50081872Mon, 20 Jun 2022 07:47:00 +0000Andrea DallanWhat sense did it make to produce a piece quickly if the times involved in loading and unloading the machine, production changeover, handling or packaging were much higher? I began to understand which were the right questions to ask, starting with...
I began to understand which were the right questions to ask, starting with the size of the lots, the management of production before and after the machine and from the number of production changeovers.

Productivity often, if not always, clashed with the flexibility required of the process.

There were two main production systems in the sheet metal processing sector: one was sheet-fed with numerical control punching machines (for low production and high flexibility), and the other was coil-fed with a press and progressive dies (for high production, but with low flexibility).

The introduction of the parametric coil-fed punching systems introduced great benefits in terms of savings on raw materials, as well as huge increases in productivity and flexibility!]]>693dallan,efficiency,manufacturing,podcast,productivityfalse19fullhttps://www.spreaker.com/episode/bringing-back-the-manufacturing-in-the-usa-with-jason-azevedo--49902628https://api.spreaker.com/episode/49902628Mon, 23 May 2022 08:55:25 +0000Andrea DallanIn this new episode, Andrea Dallan and Jason Azevedo (Chief Strategy Officer of MCRA https://mrca.net) discuss over the new challenge that American manufacturing will have to face in the next years.1547azevedo,dallan,manufacturing,reshoring,usafalse18fullhttps://www.spreaker.com/episode/analyzing-the-cost-of-the-warehouse-and-intermediate-warehouses-just-in-time-production--49475240One of the tools of Lean Production, Just In Time production, involves manufacturing products so that they are ready when they need to be shipped.]]>https://api.spreaker.com/episode/49475240Tue, 19 Apr 2022 07:58:29 +0000Andrea DallanGenerating efficiency also means taking into account the impact of the warehouse on cash flow. One of the tools of Lean Production, Just In Time production, involves manufacturing products so that they are ready when they need to be shipped.One of the tools of Lean Production, Just In Time production, involves manufacturing products so that they are ready when they need to be shipped.]]>686efficiency,justintime,production,warehousefalse17fullhttps://www.spreaker.com/episode/how-to-see-efficiency-in-terms-of-lean-manufacturing--49102524Its founding father was an engineer called Taiichi Ohno (1912-1990), who described it in his book Toyota Production System.
At that time, Japan was a country exhausted from defeat in the Second World War; it was a land with few resources and geographically not large in size.]]>https://api.spreaker.com/episode/49102524Mon, 21 Mar 2022 09:39:45 +0000Andrea DallanLean Manufacturing was invented in Japan, in Toyota factories. Its founding father was an engineer called Taiichi Ohno (1912-1990), who described it in his book Toyota Production System. At that time, Japan was a country exhausted from defeat in the...Its founding father was an engineer called Taiichi Ohno (1912-1990), who described it in his book Toyota Production System.
At that time, Japan was a country exhausted from defeat in the Second World War; it was a land with few resources and geographically not large in size.]]>501false16fullhttps://www.spreaker.com/episode/sustainability-and-cash-flow-of-efficient-processes--48814072First of all, introducing coil-fed processing into the process - as we’ve seen - produces raw material savings that can even be in excess of twenty percent for the same quantity of product and that means positive margins and cash flow that is immediately available to the company.

This may vary depending on sector and use: in any event, it’s material that the entrepreneur and the company no longer have to purchase and the waste also doesn’t need to be managed or disposed of.
The whole process is much more profitable and the positive result can be seen immediately on the income statement.

Furthermore, by purchasing less raw material, the company automatically makes the process more sustainable, because that raw material no longer needs to be produced downstream!]]>https://api.spreaker.com/episode/48814072Mon, 21 Feb 2022 08:47:25 +0000Andrea DallanSolving the problem of process efficiency has two positive effects. First of all, introducing coil-fed processing into the process - as we’ve seen - produces raw material savings that can even be in excess of twenty percent for the same quantity of...First of all, introducing coil-fed processing into the process - as we’ve seen - produces raw material savings that can even be in excess of twenty percent for the same quantity of product and that means positive margins and cash flow that is immediately available to the company.

This may vary depending on sector and use: in any event, it’s material that the entrepreneur and the company no longer have to purchase and the waste also doesn’t need to be managed or disposed of.
The whole process is much more profitable and the positive result can be seen immediately on the income statement.

Furthermore, by purchasing less raw material, the company automatically makes the process more sustainable, because that raw material no longer needs to be produced downstream!]]>601cashflow,efficiency,sustainabilityfalse15fullhttps://www.spreaker.com/episode/efficiency-in-the-use-of-the-material-captiveaire-and-its-five-coil-to-laser-systems--48421154These machines are made of stainless steel and have panels that can measure up to five meters in length.
The problem that CaptiveAire had was the huge waste of material. In fact, the panels continuously varied in size and length: that made it necessary to use a laser system for production, but working from sheets would have meant extensive material waste.]]>https://api.spreaker.com/episode/48421154Mon, 24 Jan 2022 11:04:52 +0000Andrea DallanCaptive Aire is an American customer of ours, which produces extractor hoods for industrial kitchens. These machines are made of stainless steel and have panels that can measure up to five meters in length. The problem that CaptiveAire had was the...These machines are made of stainless steel and have panels that can measure up to five meters in length.
The problem that CaptiveAire had was the huge waste of material. In fact, the panels continuously varied in size and length: that made it necessary to use a laser system for production, but working from sheets would have meant extensive material waste.]]>653efficiency,lasercutting,manufacturing,podcastfalse14fullhttps://www.spreaker.com/episode/why-i-became-an-engineer-my-story--47700296Instead, I decided to tell you my story, the story of my father and his company, because it will allow you to understand how we came up with solutions and innovations that have helped manufacturing companies all over the world.
Fear not, there will also be room for technical information.
In fact, I promise you that you’ll come across a lot of new ideas and data of vital importance for your business.
So... Why did I become an engineer?
Believe it or not, my story as an engineer started very, very early on: when I was in elementary school.
I believe it was written in my DNA. My dad was an engineer - in fact, everyone in the company always called him “The Ingegnere” - and I decided to follow in his footsteps.
It wasn’t one of those cases of myself, wanting to be a longhaired rocker rebelling against a parental figure, with my father trying to force me to take up his profession.
No, I dreamed of being an engineer.]]>https://api.spreaker.com/episode/47700296Mon, 29 Nov 2021 09:47:00 +0000Andrea DallanI could have started this book by talking about complicated mathematical formulas and boring technicalities. Instead, I decided to tell you my story, the story of my father and his company, because it will allow you to understand how we came up with...Instead, I decided to tell you my story, the story of my father and his company, because it will allow you to understand how we came up with solutions and innovations that have helped manufacturing companies all over the world.
Fear not, there will also be room for technical information.
In fact, I promise you that you’ll come across a lot of new ideas and data of vital importance for your business.
So... Why did I become an engineer?
Believe it or not, my story as an engineer started very, very early on: when I was in elementary school.
I believe it was written in my DNA. My dad was an engineer - in fact, everyone in the company always called him “The Ingegnere” - and I decided to follow in his footsteps.
It wasn’t one of those cases of myself, wanting to be a longhaired rocker rebelling against a parental figure, with my father trying to force me to take up his profession.
No, I dreamed of being an engineer.]]>1344efficiency,engineeringfalse13fullhttps://www.spreaker.com/episode/have-you-ever-heard-of-the-pareto-principle--47161452While studying the distribution of wealth, he observed that in Italy, at the time, less than 20% of the population owned 80% of the land.

The observation led to the well-known Pareto principle.
In short, the principle states: "When we observe a phenomenon, most of the effects are due to a limited number of causes."

It’s also known as the 80/20 rule, is statistical and empirical in nature and can be seen in all areas, including business.
For example:
• Less than twenty percent of products produce
more than eighty percent of turnover;
• Less than twenty percent of customers produce
more than eighty percent of sales, or margins;
• Less than twenty percent of countries attract
more than eighty percent of a company's sales.

My customers work in the sheet metal products sector and Dallan is the recognized specialist in thin sheet metal.

In particular, when we or a customer had a production-related problem, 80 percent of the time it was down to one of the following reasons:
• Efficiency - linked to the waste of raw materials
and energy consumption, among others
• Productivity - starting production of a new
product or increasing volumes
• Flexibility – due to the variability of demand
and the decreasing size of batches
• Automation and Simplification - linked to problems concerning shortages of specialized technical staff and the amount of time spent handling products, which produces no added value
Efficiency is the essence of all of them: indeed, we define it as the relationship between the result obtained and the resources used to obtain it.

[Efficiency] = [Result obtained] / [Resources used to obtain it]

We use resources to obtain a result (whether it is turnover, margins or pieces produced) in every company and every business process.
The resources involved might be:
• Raw materials - including the cost of material in stock
• Energy - usually electricity and heat
• Time - linked to the principle of productivity
and flexibility
• Labor - linked to the principle of automation,
in terms of the number of employees and level
of specialization.
Therefore, efficiency increases when the same results are obtained using:
• Less raw material
• Less energy
• Less time (when we produce more efficiently)
• Less labor (or when we need less skilled labor)

Efficiency also increases when we manage to obtain a better result using the same raw materials, energy, time and labor.

In both cases, we’re talking about making processes much more profitable and significantly improving company margins.

In order to achieve a true Revolution in Efficiency, you need entrepreneurs and managers capable of being pioneers and looking beyond conventional systems and processing cycle.

For example, let's imagine we produce the same quantity of product using 16% less material: this book will explain how that’s possible.

As we’ll see, Productivity, Automation and Flexibility are closely related to each other. Therefore, solving a problem under one of these aspects also produces benefits in the others and, in general, in terms of Efficiency and business results.

The motto of one of our companies states: "We develop solutions that create value for customers."

I’ve always been convinced that the solutions we provide must be environmentally sustainable, while generating results and value at the same time.

Together with our customers, out in the field, we’ve seen that the right technologies always achieve great results: economic, organizational, in the quality of work and by consuming far less raw material and energy than traditional systems.

I had started writing this book to tell my children the story of how and why I chose my studies, my job and to tell the story of our companies.

Many of my teachers appeared in the story, although I’m not talking about school teachers or university lecturers.

My teachers were people like Bernhard Kuntscher, who supervised me on my first job in Warema. People like Giovanni Maffei, who explained the concepts of efficiency, automation and parametric programming.

This book contains lots of practical uses of the various concepts and you’ll come across the stories of great industrialists: I think that an entrepreneur's job is to continue learning and I’ve learned a lot from them.

Testing new solutions - using machines and systems that were not available on the market - in person, together with companies, was a very tough way to learn, but the best there is.

As my father says: "Every man forms himself through hard daily experiences".

I’ll also illustrate certain principles of Lean Production applied to the world of thin sheet metal processing, although these methods can be used on any type of sheet metal or metal product.

I’ve left the initial story as it was, adding to it in the chapters dedicated to the four fundamental concepts of Efficiency, Productivity, Flexibility and Automation.

The central part of the book shows how these concepts become extraordinary production machines, such as the Coil to Punch/Laser, Coil To Window, Coil To Pack and Coil to Box systems.

The last part of the book contains some of the tools I use to:
• Calculate the raw material savings obtained with a new system;
• Calculate the hourly cost of a system;
• Calculate the total production cost;
• Calculate the size and length of the coils to organize production;
• Calculate the payback of a system;
• Perform a Make or Buy analysis;
• Calculate the advantage of roll forming over bending;
• Calculate the advantage of coil-fed punching over sheet-fed punching and stamping;
• Advanced decision-making techniques.]]>https://api.spreaker.com/episode/47161452Wed, 27 Oct 2021 09:56:58 +0000Andrea DallanFor those who don't know him, Pareto was an Italian mathematician, economist and sociologist who lived from 1848 to 1923. While studying the distribution of wealth, he observed that in Italy, at the time, less than 20% of the population owned 80% of...While studying the distribution of wealth, he observed that in Italy, at the time, less than 20% of the population owned 80% of the land.

The observation led to the well-known Pareto principle.
In short, the principle states: "When we observe a phenomenon, most of the effects are due to a limited number of causes."

It’s also known as the 80/20 rule, is statistical and empirical in nature and can be seen in all areas, including business.
For example:
• Less than twenty percent of products produce
more than eighty percent of turnover;
• Less than twenty percent of customers produce
more than eighty percent of sales, or margins;
• Less than twenty percent of countries attract
more than eighty percent of a company's sales.

My customers work in the sheet metal products sector and Dallan is the recognized specialist in thin sheet metal.

In particular, when we or a customer had a production-related problem, 80 percent of the time it was down to one of the following reasons:
• Efficiency - linked to the waste of raw materials
and energy consumption, among others
• Productivity - starting production of a new
product or increasing volumes
• Flexibility – due to the variability of demand
and the decreasing size of batches
• Automation and Simplification - linked to problems concerning shortages of specialized technical staff and the amount of time spent handling products, which produces no added value
Efficiency is the essence of all of them: indeed, we define it as the relationship between the result obtained and the resources used to obtain it.

[Efficiency] = [Result obtained] / [Resources used to obtain it]

We use resources to obtain a result (whether it is turnover, margins or pieces produced) in every company and every business process.
The resources involved might be:
• Raw materials - including the cost of material in stock
• Energy - usually electricity and heat
• Time - linked to the principle of productivity
and flexibility
• Labor - linked to the principle of automation,
in terms of the number of employees and level
of specialization.
Therefore, efficiency increases when the same results are obtained using:
• Less raw material
• Less energy
• Less time (when we produce more efficiently)
• Less labor (or when we need less skilled labor)

Efficiency also increases when we manage to obtain a better result using the same raw materials, energy, time and labor.

In both cases, we’re talking about making processes much more profitable and significantly improving company margins.

In order to achieve a true Revolution in Efficiency, you need entrepreneurs and managers capable of being pioneers and looking beyond conventional systems and processing cycle.

For example, let's imagine we produce the same quantity of product using 16% less material: this book will explain how that’s possible.

As we’ll see, Productivity, Automation and Flexibility are closely related to each other. Therefore, solving a problem under one of these aspects also produces benefits in the others and, in general, in terms of Efficiency and business results.

The motto of one of our companies states: "We develop solutions that create value for customers."

I’ve always been convinced that the solutions we provide must be environmentally sustainable, while generating results and value at the same time.

Together with our customers, out in the field, we’ve seen that the right technologies always achieve great results: economic, organizational, in the quality of work and by consuming far less raw material and energy than traditional...]]>464andreadallan,dallan,efficiency,manufacturing,pareto,podcastfalse12fullhttps://www.spreaker.com/episode/anthony-smith-s-speech--46860790https://api.spreaker.com/episode/46860790Thu, 07 Oct 2021 07:18:08 +0000Andrea DallanSpeech by business coach Anthony Smith on the book "The Revolution of Efficiency", the soul of this podcast and first book by Andrea Dallan.677andreadallan,anthonysmith,business,dallanspa,efficienza,formazione,industria,larivoluzionedellefficienza,leanproduction,prefazione,speech,thinsheetmetalfalse11full