About Me
Short biografy of Paolo
I am sure that each of us has a mission in life
and that it must take care of others to be and remain unique.
Professional Summary:
Company Manager, now Trainer and Management Consultant with a deep knowledge of the organizational dynamics of Operations, gained in very complex and competitive production contexts. In the first part of my profession I took on a technical specialization concerning automation, maintenance and efficiency stabilizing processes. Subsequently I dedicated myself to the Management with the aim of realizing an overall vision of the Company System, managing reorganizations to the Lean production logic, intervening both on the processes and in the organizational culture and also resolving crisis situations. With this approach I have structured cost reduction solutions in both economic and financial terms by acting on productivity, efficiency, quality and safety. Spreading the mentality of creating Added Value was the common factor of all the projects carried out, paying particular attention to the asset that I believe is the most precious : “Human Capital”. Based on the role covered in recent years in Denso Manufacturing Italia, addressing HR development issues, mission management at Safety First and Environmental issues, I have perfected the Vision of the Sustainable company based on the SDGs directives, of which Denso Corporation has sponsored it and integrated with all production and management activities. From this experience I became aware that the future challenge for companies will be to integrate the principles of Sustainability into the production dynamics; for this I recommend reading the article of the Sustainable Production System . Read the article .
The People I have met in over 30 years of work have been a precious source for my professionalism, drawing knowledge from them and sharing mine. Today I propose flexible collaborations and services, suitable for supporting companies in this complex industrial context, with the ambition of wanting to transfer the knowledge that this profession has given me and, at the same time, get to know other people and continue to learn from them.
For a summary of work experience: Click here
For the details of the professional profile, I refer to LinkedIn: Click here
Some Success Cases
ESG and listing on the Stock Exchange
Case 1:Transition to ESG Sustainability
Multinational manufacturer of automotive components on a global level, supplier of the major car makers, listed on the stock exchange. Afterthe Paris Agreement of 2015, the Mother House activates a global project transition to sustainable development to support i17 SDGs objectivesbeyond the objective of attracting green investors or investors who value iESG ratings (Environment - Social - Governance).
I actively participate in the development of corporate guidelines and take charge of the concrete actions to be implemented. I checkthat in all processescompanies should be introducedmindset changes linked to the paradigm shift deriving from the transition itself. I develop with all the Process Owners the necessary actions to implement them. I inform all staff about the SDGs and the EcoVision 2025 project through classroom meetings in homogeneous groups (about 1200 people). I collect the suggestions, which are contextualized in the various business development plans. The project made it possible to identify ESG levers and indicators as well as achieving concrete results such as:
- Reduction of CO2 emissions and 50% of waste
- Achievement and consolidation of Zero Accidents
- Review of inefficient, expensive and non-productive business processes
For a false promise
Case 1: Business Crisis
Pescara medium company, active in the reversible electrical machinery sector operating in the telecommunications market. For reasons related to a technological transition of the reference market, the flagship product was actually at the end of its life, kept agonizing by false promises issued by the telephony giants to guarantee a supply time period for spare parts and the fulfillment of the latest orders. production destined for secondary markets. The company thus enters a vicious circle between economic and financial difficulties, practically remaining at the mercy of false promises. The entrepreneur decides to contact me to have an external point of view and so my intervention as a Temporary G.M. begins. I analyze the income statement, financial exposure, production organization, indirect staff, robustness of the commercial plan and internal operational dynamics. Together with the entrepreneur, we draw up an organizational and commercial restructuring plan. With the collaboration of Confindustria and the internal RSU, we quickly agree on a structural adjustment plan for the workforce as well as:
- Reschedule financial pressure, also seeking savings
- Reconvert the commercial focus by beating other market niches
- Reorganize the production and design of the product with Lean logic
- Review both direct and indirect costs
- Involve all employees to participate in the restructuring project.
Result after 8 months: EBITDA goes from -2% to + 25% in the first quarter of the following year.
The illusion of the generational shift
Case 2: Efficiency and Productivity
Teramo medium company, active in the metal components sector and operating in the automotive, special applications & hobbies market. The General Management had the goal of relaunching products and productivity. The first objective, given the personal experience of the GM and the knowledge of the market, was achieved in the medium term independently. However, the introduction of new products, new processes together with the increase in production volumes has brought planned production efficiency out of control, losing sight of the actions necessary to keep productivity in step with the competitors. From there, the jump was short, so much so that after a short time the company found itself in the chaos for running after emergencies, with huge economic losses. The GM contacts me for a role of Operations assistant, to face this controversial path undertaken by the company. I quickly settle in the organizational dynamics and, beyond the technical problems, the problem was clearly inherent in the no longer suitable production system and the resistance to change operated by some veteran leaders. We develop a plan to introduce lean logic and convert veterans' resistance to business development promoters.
The intervention carried out in 2 steps of 6 months, led to the resolution of resistance to change, the stabilization of production efficiency and the recovery of 9% of productivity by introducing only some Lean logics, such as SMED , JIT , 5S and Kaizen Promotion Office focused solely and exclusively on the reduction of 7 spechi.
© 2021 by Paolo Battista - Professional Page
Agriculture teaches
Case 3: Production Channel
Teramo big company, active in the sector of components in composite materials and operating in the automotive market e of supercars. Responding directly to the Sole Director with the aim of improving the Profit / Loss of 2 of the Group's 6 factories, I quickly reorganized the departments into " production channels " for product flows, immediately improving on-demand management and the reduction of the WIP . The concept was conceived thinking of making the production flow flow as fast as possible as water flows in an irrigation canal. It was created by structuring each workstation, organized with the logic of processing different products with standard and balanced times. Only 5 out of 48 products could not fit into this logic for reasons of additional special processes.
This approach has produced tangible results in the short term in terms of + 18% productivity, –31% financial fixed assets and a 50% reduction in crossing time.
From Mass to Lean Production
Case 4: Lean transformation
Varese medium-sized company, active in the precision mechanics sector and operating in the automotive sub-components market. Responding to the chairman of the BoD, with responsibility for the KPIs of industrial activities, through a mandate of absolute autonomy, I reorganized the production activities with the Lean logic to fully integrate the company into the Supply Chain , a goal strongly requested by all major Customers. In the initial phase, large gaps emerged in flows and in the production culture which, in turn, generated many inefficiencies and excessive financial commitment . It was necessary to carry out a patient reorganization and training of employees in production techniques for flows (JIT), in SMED and in production leveling (Heijunka). The main difficulty was to strengthen the Presidency's conviction that the Lean logic could actually be an opportunity to relaunch the company.
The results achieved in the first year were 10% productivity and a 70% reduction in WIP, in addition to the resolution of inefficiencies in a very short time.
Productivity
The best summary is: Doing more things for less
The organization's attitude to improve productivity generates Value