Contact us at +39 0438 9110 or lainox@lainox.com

April 2015
Experience in the automotive industry applied to food service equipment



After the strong increase in sales in the last fiscal year, we had to completely rethink the way we produce and the areas in which we do it.
To make space for this increase, in October 2014 Lainox inaugurated plant two: 2,000 square feet of additional space that let us increase our production capacity by 30%
To redesign Lainox manufacturing we called on Engineer Pierluigi Amico, who we are introducing in this interview.
After the strong increase in sales in the last fiscal year, we had to completely rethink the way we produce and the areas in which we do it.
To make space for this increase, in October 2014 Lainox inaugurated plant two: 2,000 square feet of additional space that let us increase our production capacity by 30%
To redesign Lainox manufacturing we called on Engineer Pierluigi Amico, who we are introducing in this interview.

Who is Pierluigi Amico?

I was born in Venice 41 years ago and I'm married with 2 children. After I received my degree in Mechanical Engineering at the University of Padua, I started my career in the automotive industry in production planning. In 2001 I moved to a leading company in the mounting systems industry as Production Manager and Continuous Improvement Coordinator for the factory, experimenting and implementing lean production and Kaizen principles. In 2010 I decided to return to the automotive sector, to a leading company producing gas systems for automobiles, first as Director of Operations and then as General Manager for the subsidiary.

What made you accept Lainox?

I was convinced by the Lainox DNA and the project proposed by the Executive Director: Dr. Marco Ferroni. In other words, I liked the idea of becoming part of a large group and leader in the market but at the same time to be able to have a clear and defined perimeter of responsibility and autonomy, as much as the assigned objectives. I was also attracted by the idea of being able to introduce concepts, standards and principles from the automotive industry in an area featuring recipes, chefs and a great passion for cooking!

What are Lainox's new promises for the market?

I believe that a customer who decides to invest in buying a new oven expects to find a quality product and good service. These are the areas we are working on, seeking to transmit the idea of customer satisfaction to the entire operating area.

In particular, this year we want to improve process synchronization throughout the entire supply chain, eliminating useless time and activities to shorten delivery lead times, thanks to last year Lainox's success, reconfirmed during the first seven months of current fiscal year by an increase of 20%, had become overly long and out of line with what the market requires. To do this, in recent months we have focused on improving our internal production capacity and that of our suppliers. Now, on the other hand, we are working to optimize our processes by mapping the flows, involving the staff, training and systematically finding any waste.

We are also introducing tools and methods to improve quality standards throughout the oven assembly and testing phases in order to drastically reduce complaints. One example is the weekly Quality Meeting held every Monday with Technical Assistance, the Laboratory, Quality and Production, obviously in the work place or, as the Japanese say, in the Gemba ("the place were value is created for the Customer")!

What are the upcoming goals?

The work we have done is starting to show the first results and the goal of producing an oven in two weeks from the date of the customer's order is already reality. Now our challenge is to consolidate the strengthening of the processes while increasing the flexibility of the factory.  In this way we can raise the bar even more. The challenge I have for our customers is.... put us to the test! 




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