Economy talks about Barison Industry.

The well-known Italian business magazine focuses on Barison’s investments in technology, production, and management processes: to us, they are essential to building our credibility in front of national and international customers.

But above all, the article talks about the importance of training: employees are the core of success and they guarantee quality standards.

We report the full article as it appeared in the magazine:

"Barison, always up-to-date staff to affirm the Toyota model"

Think of the company's internal organization as a single but flexible body, a perfect gear that moves with great harmony to produce highly complex and customized solutions according to the customer's needs.

This is the philosophy carried on by Barison Industry, a successful, all-Italian entrepreneurial case. At the heart of it, there is a modern company, based in Gardolo (Trento), but with interests all over the world.

This is why the group, leader in the manufacture of machinery and mechanical equipment, chose to invest in innovation and technology.

A business growth model is based not only on product and process development strategies but also on the parallel organizational improvement of essential functions, such as production planning, supply management, industrialization, and warehousing.

The guiding light is Lean manufacturing, the so-called Toyota model, which seeks the overall optimization of company systems. So, after about 60 years in business, Barison never stops to amaze, investing in the training of its employees and consolidating the management of its production until, by 2021, it will achieve "231 regulation" certification of its internal system, created based on Lean Production.

This was possible thanks to the close synergy with Fondimpresa, which has already assisted the company in the three years 2016-2018 and still assists it today, through training plans aimed at process innovation to keep Barison a lean company.

This is a considerable effort from the Trentino Region company, which has already invested over 200,000 euros in training, involving the entire staff in courses lasting a total of almost 1,000 hours.

Training to support development strategies

Since 2005, Barison has been using training as a lever to support change, leading internal resources in the process of implementing new organizational and management models.

Here, too, the compass is Lean Manufacturing, with courses that concern - for example - the production layout and that directly involve participants in update courses, called upon to identify functional solutions aimed at reducing transport and human movements, maximizing the use of production factors, increasing the quality of production processes and operations, as well as the well-being of human resources.

This goes along with the philosophy of eliminating wasteful categories, lean material management, optimization of business process flows, order management and cost control, and financial management.

The Kanban Desk system, Offer meeting real-time data management

What concrete results have been achieved with the training measures already implemented and what are those of the programs still underway?

It is enough to mention the system of display boards with colored cards, the so-called Kanban Desk, to understand the (virtuous) impact of training on Barison employees. The activation of a system for the visual management of orders, adequately supported by a computerized procedure, which allows verification in real-time, is one of the steps forward taken by the company in recent years.

Yet, there is more.

In the Gardolo company, a periodic meeting, the Offer meeting, is routine, a moment of inter-functional coordination for the management of new orders and projects, which allows the verification of the progress of each work and the definition of priorities for the execution of ongoing offers.

This is another very important tool that sells the entire order management process and involves the entire staff across the board.

The article can be found in Economy mag, March 2021, p. 37.