Quality: the Japanese automobile manufacturer Toyota Material Handling Europe (the European division of TICO, which belongs to the Toyota Group) has award Midac Spa the award for best quality performance from among all the certified suppliers: this result not only testifies of the quality of the products we supply, but it also awards our hard labor on all levels.

Costs: kaizen (continuous improvement) has allowed Midac Spa to become a forefront reality in the global landscape of battery manufacturers in a very short time.

Service: over the years, Midac Spa's improvement has been relentless, both in terms of reducing Lead Time and of improving quality. Today, Midac Spa can serve its customers with timely deliveries and with superb quality.

Environment: Midac Spa is especially keen on environmental issues and Kaizen also supports activities tied to the Environmental Management System (ISO 14001).

Safety: our workers are our chief resource, which means their health and safety come in first place; by interacting with the System for Management of Safety in the Workplace (OHSAS 18001), the implementation of the Lean method is also bent on improving ergonomics and overall conditions of the worker's habitat.

QUALITY IS PARAMOUNT
The company focuses on continuous improvement (kaizen), a vital tool to ensure the customer receives the best quality from the finished product.

A WATCHFUL EYE ON PRODUCT COST
Applying kaizen 360° and on all levels guarantees technological innovation and maximum product output. Midac wants to reassure its customers that they have purchased a quality battery at the right price.

SERVICE RATE
The labor system Just In Time and balancing resources to actual demand enable us to satisfy customer expectations with punctual deliveries.

For Just In Time (manufacture only what is necessary when it is necessary and in the quantity demanded by the market) to work, the production chain must be carefully balanced: a challenge for our planning staff, in a market where demand is highly fluctuant and where the productive mix changes all the time, but also a real need to keep the process always aligned with market demand.

LEVELING THE FLOW
In other words, create a production flow that flows and is steady and efficient, leveling the volumes and getting rid of irregularities in the workload, and one that is also flexible, yielding what is necessary in the given moment. Waste (Muda) must be eliminated, just as overload (Muri) and variability (Mura), which may lead to problems with safety and quality.

ELIMINATING WASTE
The term Muda (waste) identifies all the activities that do not reap value. Over-production, stock, redundancy, re-processing, transfers, standby time are all Muda and must be eliminated.

TAKT TIME
The pace with which the market demands the product from the company. It is essential that the work cycle be in sync with the customer's Takt to avoid over-production and delays. To be flexible means to succeed in following the Takt Time, leveling the flow.

KANBAN
Kanban (card) is a simple and effective tool to manage material recovery, which is automatic and only ensues to actual consumption, guaranteeing supply Just In Time.

Kaizen involves all those who take part in the manufacturing process, stimulating and exploiting each one's potential. Forming Teams dedicated to improvement ensures prompt reaction to problems, standardization, training, involvement and motivation of the workers, consolidating the results achieved and improving them day after day.

KAIZEN
Team members are driven to analyze the process and improve it, rather than to behave as mindless machines, which heightens their sense of responsibility. The creation of a Team Management in support of the Teams dedicated to improvement guarantees total management of the process with the Lean perspective and aligns the Kaizen activities implemented with company objectives: every morning a meeting is held to discuss any critical issues or underscores, solve root causes and suggest measures to improve the situation.

5 REASONS WHY
Establishing the root causes of a problem is decisive in avoiding their reoccurrence. The 5 reasons why method, by posing questions on five levels, helps identify the true origin of the problem and enables us to adopt final measures.

5 S
SEIRI: Select
SEITON:Fix
SEISO: Clean
SEIKATSU: Standardize
SHITSUKE: Support
Working in a clean and tidy environment, with simple, clear and effective standards lowers the risk of injuries and the risk of making mistakes, increases productive efficiency and, last but not least, stirs a feeling of pride in each worker.

Quality is monitored in each phase of the manufacturing process: following the principle Do not receive, do not create, do not convey, each worker is responsible for carrying out quality controls before the merchandise is delivered for processing to the next department in line. Every flaw or error is tackled instantly, even if it means temporarily halting production.

GOING TO THE SOURCE
The problem is analyzed immediately in the spot it surfaced, to comprehend the root cause that engendered it and to promptly react to prevent the problem from happening again.

STANDARDIZATION
Working in compliance with the established standards ensures a high level of quality, maintains production pace steady and is a solid base to work on to achieve continuous improvement.

POKA-YOKE
Developing error-proof systems is by far the best way to prevent workers from making mistakes and to ensure product quality.