Innovation drivers

 

  • ​DIGITISATION OF CORPORATE PROCESSES
  • INTEGRATION OF SYSTEMS FOR THE REMOTE MANAGEMENT AND CONTROL OF PRODUCTION PROCESSES IN LINE WITH INDUSTRY 4.0
  • DEVELOPMENT OF SOLUTIONS THAT OPTIMISE TOTAL COST OF OWNERSHIP
  • ENERGY EFFICIENCY
  • INTERCONNECTION OF COMPONENTS
  • CONTINUOUS PRODUCT DEVELOPMENT BASED ON USER FEEDBACK
Integrated Process Management

Camozzi’s Value Proposition has evolved over time through the experience of integrating industry leading competencies with the latest and most advanced technologies. The initiatives that drive the advancement of innovative solutions are guided by research into new products and the development of processes and activities necessary to bring them to market.

The "Camozzi Innovation System" is central to how the group operates, with the following philosophies being widely used and followed: "Total Quality Management (TQM)", "Lean Production System (LPS)" and "Supply Chain Management (SCM)".

This activity control system has been established following 10 years of continuous improvements as we aim to completely eliminate all wastage and inefficiency in every area of production.

Total Quality Management (TQM)

The principles of “Total Quality Management”(TQM) are applied to the entire Camozzi Organisation. We are committed to continually improving quality and performance, with our customers’ expectations being not only meet but preferably exceeded. At its core, Total Quality Management (TQM) is a “management” approach, which helps to secure  long-term success.

TQM examines the overall quality measures used by a company including managing design and development, quality control and maintenance, quality improvement and quality assurance.

TQM considers all quality measures at all levels and involves all company employees.

At Camozzi all members of our organization actively participate in improving processes, products, services as well as the internal culture.

Lean Philosophy

All Camozzi Group companies, despite operating in completely different sectors share an important feature where the management of processes and activities is based on the "Lean Philosophy” concept.
This philosophy applies to more than just the productive system.

Every activity and process across the company must have the same goal: to increase efficiency and reduce waste.

At Camozzi this is achieved primarily through the empowerment of staff at all levels. Each employee has the ability to monitor and stop the production cycle should a manufacturing defect occur in this way immediate corrective measures can be taken to restore the quality standards required. The warning is displayed in real time by the quality department on the centralized control system.

Another feature of the Camozzi management system is the implementation of “Just in time" techniques, whereby each process only produces  what is needed for the next process in the exact moment it is required and in the amount needed, resulting in a considerable reduction of intermediate buffers and storage.

Supply Chain Management (SCM)

Imagine being able to manage your business with the certainty of a reliable and punctual partner, able to respond quickly to urgent needs and successfully support your operational requirements. At Camozzi we believe Supply Chain Management (SCM) is central to the provision of excellent service and the creation of value for customers  We aim to optimize the customer experience which requires excellence in the management of the entire chain, from inbound to distribution logistics.

The timely order fulfillment ensures that the customer gets the right product at the right time, in the right amount, without compromising quality, compliance and price (the principle of the "7 rights").

Under conditions of economic and market uncertainty and an increasingly complex and global competitive environment, the expectations regarding service are ever increasing and full customer satisfaction requires a commitment to continuous improvement.

At Camozzi we believe the complexity of modern supply chains means improvements must be widespread rather just at the individual plant level so that the benefits of using specialized suppliers can be fully felt.

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