auxiell | Case History Officina 3

Industry

Production and processing of accessories for high fashion

Headquarters

Padova, Italy

For Officina 3 – a company specialising in the production and processing of patches and labels for high fashion, apparel, footwear and leather goods – time is a crucial factor.

The absence of a structured organisation was slowing down processes – particularly in sampling and prototyping, where requests are high variable – making it difficult to meet deadlines and guarantee reliable delivery times.

To improve operational efficiency, we began a reorganisation process with the company based on lean methodologies. A thorough analysis identified key inefficiencies, including unclear priority management, which was causing delays in the production flow.

This led to the implementation of a pull system, enabling work to be carried out based solely on actual demand, thereby avoiding wasted time and resources. At the same time, the most critical operational stages were standardised – also thanks to the introduction of a prioritisation system – to ensure higher quality and reduce unforeseen issues. Officina 3 has successfully reduced and stabilised lead times in sampling and prototyping, improving request management and on-time delivery.  The company can now offer high-fashion brands a more reliable and efficient service, strengthening its role as a strategic partner in an industry where speed and precision are essential.

Filippo Fiorin

General Management: Purchasing, Subcontractors and Logistics - Officina 3

Giacomo Fiorin

General Management: Commercial, Development and Production - Officina 3

Martina Fior

Production Manager - Officina 3

Stefano Cesarotto

Production Scheduling - Officina 3

Alessio Accardo

Sample Manager - Officina 3

Employees (2023)

Turnover (2023)

EBITDA (2023)

Delivery

Development

Deployment

SCAN

Lean Gap Analysis® in Delivery

Given the nature of the fashion industry –where products have a short life cycle and are closely tied to current seasons and collections – speed is a critical success factor. Meeting specified lead times and ensuring the production of required volumes can make the difference in securing orders from major brands in the sector.

To assess the current state of operations, the auxiell-Officina 3 team conducted a Lean Gap Analysis® of the production process, focusing on the analysis and redesign of the various processing stages, including cutting, laser cutting, engraving (including high-precision and high-frequency engraving), flat/continuous engraving, screen printing, bonding, die cutting, calendering, lamination, embroidery, injection moulding, and micro injection moulding.

Lean Gap Analysis®

An essential phase for measuring and analysing current processes and identifying the gaps between the present and desired states.

During this phase, a 'snapshot' of the current state of processes is taken, focusing on quantifying waste, identifying potential problems and opportunities for improvement, and timing all steps.

Gaining a clear understanding of process performance is crucial for determining the most effective countermeasures to eliminate the root cause of the issue, as well as for planning future actions and determining which KPIs to monitor to improve efficiency.

The gaps that emerged

Delivery delays or partial deliveries of finished products

High production variability led to uncertain production times, which sometimes resulted in delivery delays, renegotiations of delivery dates with customers, and partial shipments.

High inventory and WIP levels

The long throughput time – from order to shipment of the finished product – led the customer to request continuous changes, resulting in production rescheduling. ‘Urgencies’ generated by planning changes ‘overtook’ work-in-process orders. Furthermore, there were frequent transfers between departments, as well as well as delays caused by a push-based production system, where material moved forward from upstream rather than being pulled in by the downstream stage.

Incorrect or incomplete production process information

The information required for the correct execution of operations to produce the finished product was not always accurate or complete. This increased the risk of errors, as it left it too much operational discretion to the department head and/or operator.

PLAN

Lean RoadMap® in Delivery

Once the gaps had been identified through the Lean Gap Analysis®, we moved on to the next phase, namely PLAN.

Using the Lean RoadMap®, we defined the sequence of implementing the most suitable lean techniques to achieve the objectives agreed upon with the Officina 3 team.

The Lean RoadMap® outlines the techniques and methods applied throughout the project.

Lean RoadMap®

This is the phase in which the future state of the analysed process is planned from a multi-scenario perspective.

Once the most appropriate scenario is chosen from a technical and economic standpoint, we move on to planning the steps to implement it.

The Lean RoadMap® identifies the activities to focus on and the timelines for completing them.

The path forward

Introduction of a prioritisation system

To reduce throughput times in a production process with high variability in product mix and volume, it is essential to connect the various stages using a pull system and to define prioritisation criteria – based on the available capacity of each stage – for operations at each work centre.

Implementation of a milk run

To reduce and stabilise lead times from both raw material suppliers (measured from order placement to goods arrival) and subcontractors (measured from dispatch of semi-finished products to their return post-processing. An additional benefit of the milk run system is the reduction of exceptional and urgent transport requirements.

Application of the 5S method

To encourage team involvement, training, and flexibility, and to foster a culture of order across both production and office environments.

Production capacity management

To better manage production shifts and assign tasks appropriately to operators, a monitoring system with peak detection was introduced.

Development of a skills matrix

To make the team multifunctional and direct training to the most workload-intensive phases. It also supports effective task allocation based on each team member’s knowledge and skill set.

Raw material kanban

To monitor stock levels of fast-moving raw materials while avoiding urgent replenishments and stockouts.

DO

Delivery Overall Transformation

Which lean activities and techniques enabled us to achieve our goal?

timeline_officina3_REV01_delivery_auxiell_officina3_timeline_delivery_ENG

Implementation of a prioritisation system

Using a whiteboard and tags, a bespoke tool was developed to regulate and monitor material flow between centres within a pull system. Specifically, to implement such a tool, the first step was mapping the work centres and identifying their characteristics (e.g. proximity or similarity in processes). Secondly, each centre was assigned a specific number of kanban tags, representing its production capacity. A whiteboard was then set up with the work centres listed in rows and time slots (by hour and week) in columns. Kanban tags are then placed at the relevant intersections. The board – referred to as the prioritiser – indicates which work centre has the most available capacity at any given time and should therefore be prioritised. The prioritiser visually displays the free capacity of the work centres.

Milk run

A ‘flexible’ milk run system was implemented for collecting materials from suppliers and subcontractors. It includes both fixed, scheduled stops and ad hoc stops triggered by production needs.

Application of the 5S method

Seven workshops were held to implement the 5S methodology, incorporating both theoretical training and practical application at specific workstations in both production and office areas. These sessions enabled the team to establish and maintain clean and orderly environments and to become autonomous in applying the method themselves. Every member of the Officina 3 team was involved and embraced the initiative enthusiastically. The 5S-based workstation redesigns received positive feedback from visiting customers and inspired the extension of the activity to subcontractors companies.

Production capacity management

Queue management via the prioritiser enabled stabilisation of lead times across the various stages, allowing prediction of the daily workload for each centre. This made it possible to intervene when workloads exceeded maximum thresholds, resulting in a smoother, uninterrupted production flow.

Skills matrix

Each team member’s level of knowledge and competence for each processing task was mapped. This data, combined with the production requirements of the various work centres, enabled the definition of a target level of multi-skilling. Training delivered by department heads to operators was then aligned with these targets and focused on critical competences. Finally, a process was introduced to periodically measure team members’ multi-skilling levels, in order to track progress against the established targets.

Raw material kanban

For fast-moving raw material codes, the optimal stock quantity was calculated based on forecast consumption and procurement lead time. A kanban tag was attached to each unit, which triggers the material replenishment process once the stock is depleted.

CHECK

Have we achieved our goals?

The lead time from the start of production to shipment was reduced by 46%.

Limiting unnecessary movements and long routes helped reduce fatigue and the risk of injury for operators, improving safety and comfort during daily tasks. A more ergonomic environment also fosters greater focus and a more positive working atmosphere, directly impacting staff motivation and satisfaction.

The optimisation of production processes in the Delivery area has enabled Officina 3 to ensure more stable and predictable delivery times, reducing delays and inefficiencies. Greater reliability in delivery schedules has strengthened the relationships with high-fashion brands, who can rely on a partner capable of responding quickly and precisely to their needs.

From Delivery to Development

Following the results achieved and the high level of engagement in improving the Delivery macro-process, the Officina 3 team independently launched new initiatives, applying the skills acquired during the transformation. Improved Delivery performance prompted the company to extend optimisation to the Development macro-process as well, confirming its commitment to continuous improvement and increasingly efficient process management.

SCAN

Lean Gap Analysis® in Development

Reducing and stabilising lead time in sampling and prototyping was a priority. Where lead times are critical in mass production, they become even more crucial when developing prototypes and samples, where speed and precision are key.