How companies can take all the variables that are fundamental to production processes into consideration
Efficiency combined with judgement, and above all with measured effectiveness. In a time during which competitiveness appears to be the overarching goal of every production organisation with a desire to grow (alongside a focus on the social implications of its existence), it seems that identifying efficiency within companies is a crucial step. However, efficiency is a complex element to assess; even identifying it within the ‘behaviours’ of a business can be challenging. As such, reading “Efficienza per competere. La strategia, il modello e gli strumenti per uno sviluppo innovativo delle prestazioni aziendali” (Efficiency in order to compete. The strategy, model and tools for an innovative approach to developing corporate performance) by Alessandro Amadio can serve as a useful resource in forging ahead on a complex and insidious issue.
Amadio writes on the basis of his background as manufacturing director of Meccanica H7, a leading company in precision mechanics, automation and construction of large industrial plants, as well as drawing from his experience with various multinational companies in the food, packaging, automotive and industrial wiring sectors. The author begins with an observation: “The technological breakthroughs achieved in the last few years of Industry 4.0 – that is, the technological innovations introduced in terms of both processes and products, the rationalisation of the use and cost of materials and resources, the increasingly functional distribution systems and the advanced marketing and sales solutions – are still fundamental to success, but in this day and age, these factors are no longer sufficient, especially when not employed in an interconnected manner in order to create that elusive competitive advantage that can guarantee the future of a business.” In other words, what changes is the level of complexity, something that every company must take into account in order to be truly efficient. Amadio refers to a word in U.S. management jargon to summarise all this: Vuca, which stands for volatility, uncertainty, complexity and ambiguity. Companies are increasingly finding themselves dealing with a volatile, uncertain, complex and ambiguous environment, and this concept provides the basis for the author’s argument.
The book begins by looking at the links between trade policies and the organisation of production, before Amadio turns his attention to a series of tools that can be used for analysis and intervention in business management and the aforementioned organisation of production, which brings us to the Balanced scorecard, a tool that is designed to measure organisational strategies and processes within an interdependent system.
Amadio writes as a businessman first and foremost, avoiding a theoretical approach and instead taking a look at the functional tools that the reader needs. He uses diagrams, tables, flowcharts and practical examples in order to get to the goal that he wants to help the reader achieve: to create an “interconnected approach to management” that (successfully) seeks to take into account parameters and aspects of production that until now have not been considered as a whole.
Efficienza per competere. La strategia, il modello e gli strumenti per uno sviluppo innovativo delle prestazioni aziendali (Efficiency in order to compete. The strategy, model and tools for an innovative approach to developing corporate performance)
Franco Angeli, 2020