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We know the true meaning of “being lean”.

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AUXIELL LEAN SYSTEM

1

CUSTOMER VALUE

Always examine the value creation process from the customer's perspective.

2

THREE FLOWS

The value of business processes can be found within the three flows: operational flow, information flow and workflow.

3

ELIMINATING WASTE

Removing obstacles from these three flows allows you to focus on value-added activities. Eliminating waste from those processes is the goal of every lean organization.

4

CONNECTION TO DEMAND

Aligning processes to customer needs in order to fulfil demand.

5

CONTINUOUS IMPROVEMENT

Improving processes with a scientific approach, raising corporate standards and ensuring the sustainability of the improvement itself.

6

EVERYONE'S INVOLVEMENT

Engaging resources to keep them motivated in order to induce virtuous behaviours so that processes can be created and managed properly.

7

STRATEGIC SYSTEM

Managing internal projects so that every effort will contribute at overcoming this gap that lies between the current state and the strategically-defined true north.

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POWER / PRESSURE

auxiell lean system transforms negative pressure into positive power.
“Pressure” means being overwhelmed by the commitments of the daily routine. Not being able to solve problems, only putting out fires.
Not being able to think clearly, and not finding time for important things. Not being able to finish work on time – and maybe even bringing work at home. Enduring the complaints of customers and stakeholders, in the same time with the delays and inefficiencies of suppliers.
Not being able to achieve the set objectives. Working in a negative energy environment between colleagues and associates. “Power” is planning and completing tasks in according the schedule. Is about setting ambitious targets and achieving them. It means motivating a team in a positive climate of challenging spirit. It is working hard, and reaping the benefits – while also finding time for other things.
Pressure is push, power is pull!

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BE A GENBA LEADER

Being an example also means personally getting involved, not being afraid to make mistakes and take responsibility of your own actions.

auxiell’ s approach has always been characterised by a concrete pragmatism that sees the team in the front line solving problems and improving processes alongside the customers.

Even our dress code clearly communicates what we strive to be every day: true Genba leaders.

CHANGING THE BEHAVIOUR OF THE PEOPLE WHO TRANSFORM PROCESSES BY BRINGING RESULTS
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