Lean Philosophy

All Camozzi Group companies, despite operating in completely different sectors, which have unique specificity that demand certain organizational requirements, have a common characteristic: the management of processes and activities is based on the "Lean Philosophy"concepts.
Managing business processes in line with the principles of "Lean Philosophy" doesn’t only mean to organize the production system in a lean and efficient way (Lean manufacturing), but also managing all the activities, across the company processes and the information flow setting always the same goal: increasing efficiency and reducing waste.

In Camozzi this is achieved primarily through the empowerment of staff at all levels: every co-worker has the ability to monitor and stop the production cycle at a time when he or she should find a manufacturing defect in order to take immediate action and restore the quality standards required. The warning is displayed in real time by the quality department on the centralized control system.
Another aspect that defines Camozzi’s management is the implementation of “Just in time" techniques, in which each process produces only what you need for the next process in the exact moment when this is required (“what is needed, when is needed and in the amount needed"), with a considerable reduction of intermediate buffers and storage.

The production of companies such as Camozzi SpA (automation) is organized in work isles dedicated to the creation of individual series of products with a great number of variations, providing greater flexibility and speed, while for companies that create more complex projects such as the machine tools made by Innse Berardi and Ingersoll or the cotton spinning machines made by Marzoli, the individual contracts are managed with the help of specific softwares that optimize timely activities from components procurement, to the operations sequence management.
This type of management is possible only if it involves all functions and all departments, from the highly automated warehouses, to the internal mechanics departments where tools and equipment are built and maintained, up to a co-operation with suppliers that become real partners.