Enhancing Logistics Processes through Continuous Improvement. The Case of S.P.F Chilò S.p.A.

The following paper is based on my internship experience at S.P.F Chilò S.p.A, a metalworking company that processes sheet metal, offering cutting, bending and calendering services. It deals with two different projects that share a single objective: improving the efficiency of the company's internal logistics processes. The two interventions are therefore to be understood as two complementary phases of a single process of continuous improvement. The first critical issue to be addressed concerns the state of the company's current fleet of forklift trucks, which is characterised by outdated and obsolete vehicles, forcing the company to incur high annual maintenance costs. The decision to proceed with its renewal as soon as possible was therefore necessary. In particular, the initial step will be to study the AS-IS state of the vehicles, using various tools associated with the Lean methodology, and then apply corrective strategies regarding the renewal and optimisation of the number of forklifts in the fleet. The second project concerns the efficiency of the finished products warehouse, which, given its recent relocation within the production area, requires a complete overhaul. To do this, the 5S method will be applied in order to create a tidy and clean working environment. Great attention will be focused on maintaining these standards through six 5S audits, which will not only verify the periodic progress of the warehouse situation but, above all, provide continuous ideas for improvement. Consequently, during the presentation of these periodic assessments, new corrective measures will be introduced to make the process dynamic. Finally, ideas for the future will be proposed. The results achieved in both projects have revitalised and transformed the entire internal logistics area at S.P.F Chilò. The new, high-performance forklifts will enable daily tasks to be carried out with greater safety and reliability. The rationalisation of the fleet will also lead to a significant reduction in the percentage of unused vehicles, ensuring more targeted use. On the other hand, the finished goods warehouse, with the improvements made, will be the protagonist of a positive trend in terms of compliance with the 5 “S”, which will stabilise at excellent values.