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EdDesignDavidePizzornoMichaelRobinson ED GROUP

C.so Allamano, 34 - 10095 Grugliasco, Turin, Italy
T. +39 011 19785800 - F. +39 011 19785899 - info@eddesign.it
Tax Code – VAT Acc. 02543650366
To ED GROUP, VALUE OPTIMIZATION means to analyze and optimize the product and the business process.
ED GROUP has many years of experience on the use and methodologies implementation through tools and procedures that support the customer at every stage of development.
According tested experiences at some of the most important multinational companies globally, ED GROUP proposes a first analysis of "measuring" defined more generally Benchmarking: a systematic comparison that allows companies to apply it to compare with the best and above all to learn from these to improve. The purpose of Benchmarking can be the restructuring, or the BPR (rbusiness process reengineering) or an incremental improvement of quality (or not radically different from the past). Depending on the level of detail that you want to get from this first stage of the methodological process, ED GROUP proposes various steps of Benchmarking.
Starting with the most simple and economical without necessity of innovation by the customer, the Internal Benchmarking is a comparison between different sectors of the same company.
If the company wants to proceed with a first approach of innovation, ED GROUP proposes a Competitive Benchmarking between competitors companies. It is fairly fast, simple and inexpensive and has a good chance of finding innovative solutions, but it is typically difficult to implement if there is no collaboration and if there is no fear in revealing data between competitors. When you are facing with special needs of analysis by the customer, ED offers a functional Benchmarking between similar processes to different organizations. It facilitates the company in finding collaboration and innovative solutions, but it is very demanding in terms of time. You need in this case of strong adaptability of the solutions analyzed. The best solution for starting an important result in terms of "profit" for the customer and a continuous development of the product and process, ED GROUP proposes a global Benchmarking, analysis between different processes of different organizations. It has maximum effectiveness because they identify the best solutions on the market, its application needs very long time of study, but it ensures excellence in terms of outcome. Following the benchmarking process there is a stage of target values revision of performance to be achieved, identification of best practice to be studied and imitated. The main purpose is to study the products and processes of others for importing into your own home: imitation is not always entirely feasible, since the change collides with the inertia, constraints and culture of your own company.
From Benchmarking must,born the Best-in-Class: the best combination of values ​​between inconsistent performance and the greatest number of performances in which it has the maximum.
To get a proper development of the activities of Benchmarking is used the Teardown procedure or disassembly of a product, to identify the components, features and further the cost.
From this process comes the opportunity to activate specific Workshops with the involvement of customers and suppliers.
Parallel to Benchmarking the ED GROUP, through the use of highly specialized resources, conducts Cost Engineering and Cost Value in order to maximize the benefits for the customer.
In this stage are defined Cost Driver or the criteria used to divide the economics in detail more useful to the analysis of analytical accounting or industry accounting. Such criteria may be the most disparate according to the needs or to the nature of the item.
ED GROUP identifies inefficiencies, which the company has achieved over time through economies of integration and diversification, which led to a sales and administrative costs growth.
Since the early stages of the Value Optimization approach, ED GROUP proposes the use of specific tools to improve the performance of the methodology and timing reduction for the cross analyzes.
From Benchmarking, is also born the opportunity to do the products and processes standardization used within the company.
From Standardization borns the use of the Design to Cost methodology. This methodology has as its objective the identification of technical and functional solutions that, for the same performance, allow us to obtain structural cost savings.
It is a process that involves the research and development responsibles and purchases with the responsibles of the various technical and operational areas of the company. Their aim is, on the one hand, the optimization of technical solutions research for the functionality required from time to time, also taking advantage of opportunities that may arise in a constant research of innovative solutions on the market proposed by the suppliers themselves; on the other hand, the improvement of commercial and purchase efficacy of each product or service
The Analysis of the Production Process is carried out for all activities that relate to:
processing: activity in which intentional changes are made to the material;
transportation: during which the material moves (or rather is moved) from one place to another;
control: that is, the qualitative comparison of the material, made ​​with reference to predetermined parameters;
wait: an activity that involves temporary storage of material between successive operations for technological or organizational needs;
storage: it consists in permanent storage of the material.
These activities can be performed in series or in parallel or in mixed series-parallel combination. A production process that consists of the two following parts:
the process or manufacturing cycle, which determines the direct transformation of the starting materials in the required product. It includes processing and / or assembly processes;
processes of storage, internal transport, shipping, which include all necessary activities to preserve the material in time to make it available in the right quantities at the various departments, as well as to distribute the finished products.
The development of the technological process is a key factor for the success of an industrial activity. In most cases, the study of the process refers to processes already known and established, that can be entirety adopted or adapted to the particular case.
Sometimes, in the case of new products, the process must be invented and experimentally verified by the use of pilot plant, or in reduced plant, able to achieve small amounts of product.
The production function has the task of planning and realizing the transformation process that characterizes the manufacturing company. The production term is sometimes loosely used to define, companies or organizations service providers, the function responsible for the provision of the service itself.
The problems of these functions are very far from the production as a process of physical transformation and do not affect the content of this work, except for some general aspects (such as projects planning, forecasting, quality, etc. .).
The production function, it is certainly, with the sales function, one of the essential components. The manufacturing company must, in fact, reserve to production the most important part of its resources, both in terms of investment and cost.
The contrast production-marketing in the traditional surroundings of the company is almost a stereotype that few phrases are enough to summarize:
the marketing mission is the maximum revenue, production the lowest costs;
the quality is non-negotiable objective for the marketing, for production is a cost that must also be optimized;
the amount of programming for marketing, must be driven by the customer’s needs for the production must optimize the use of production factors (men and machines).
The concept of Total Quality harmonized objectives and requirements, finalizing the activities of the entire company to Customer Satisfaction understood as total satisfaction of expectations (or the combination: design, price, quality, delivery, after-sales assistance) with a comprehensive and coordinated involvement of the various business functions.
Closely connected with the production function is the logistic function that is designed to move and the storage of materials: it manages the flow and warehouses. Unlike the production logistics is not the prerogative of manufacturing companies, but is also present in the companies, which while not producing, move and store materials.
The most important among these are the commercial and transport: the mission of these is the supply of an essential logistic service. The Japanese model has in recent years led to a rapid evolution of organizational techniques in production and logistic (as well as in quality systems). We speak about model and not culture because the brilliant economic and managerial results of Japanese companies led Westerners first to imitate and then to theorize behaviors and methodologies of essentially pragmatic nature of the Japanese has always hesitated to advertise. The application principles of Japanese philosophy, which has given rise to Lean Manufacturing are summarized as follows:
the involvement of all employees, iregardless of grade, company objectives, both in short and long term;
the refusal of the traumatic changes (for men and for systems) for the benefit of gradual and continuous improvements obtained with the diligent application of established procedures;
the research for simplicity: the complex situations should not be faced as a whole but in small steps, with analysis and partial solutions.
The Lean Manufacturing is currently considered the state of the company organization.
ED GROUP, an innovator for excellence, maintains traditional attitudes is crucial to other aspects of business management:
strategy more oriented to long-term goals;
in the management of human resources: the stability in employment is still seen as a company virtue, we cannot afford to run out in a few years the innovative capacity within the same enterprise;
technological innovation introduced with great caution, even giving up the integration of processes, when this can affect flexibility.
The use of W.C.M (World Class Manufacturing) is a fundamental process for a total improvement of the company, a net positive change, which qualifies many of the most important manufacturers of goods and services worldwide.
The methodology TPM (Total Productive Maintenance), the logical Lean Manufacturing and Total Quality Management, have been integrated, and are the basis of WCM (World Class Manufacturing), which, although based on many concepts of the TPM / TQM differs from these as the basis for the selection of strategies and "critical" systems (commonly called "to attack"), there is the so-called Cost Deployment. This means that the working team faces the issues whether maintenance, logistics, quality, safety, organization, organization of the workplace, on the basis of their economic impact. The activities of all teams are oriented to the projects realization (Kaizen) whose objectives are: zero defects, zero breakdowns, zero waste and zero inventory, aimed at a general reduction of the costs of the plant.
This new methodology is spreading where you want to control and systematically reduce manufacturing costs and related methods and objectified.
At the base of W.C.M. there are 10 technical pillars:
SA Safety - Safety of the Workplace
CD Cost Deployment - Sources of economic loss
FI Focus Improvement - Focused Improvement on a specific problem
AM + WO Autonomus Maintenance - Workplace Organization
PM Professional Maintenence - Professional maintenance
QC Quality Control - Quality Control
LO Logistic / Customer Services
EEM + EPM Early Equipment Management, Early Product Management - Acquisition strategy of the means of work / processes
EN Enviroment - Environment and exploitation energetic servomechanism
PD People Development - Development of staff skills
There are also 10 other managerial pillar that must operate for system / plant adequacy to support the activities of the technical pillar.

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C.so Allamano, 34
10095 Grugliasco, Torino, Italia
Phone +39 011 19785800
Fax +39 011 19785899

Tax Code – VAT Account 02543650366
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