A family-run nursery, active since the 1990s and now led by the second generation, has chosen to embark on a process of diagnosis and continuous improvement with Leanbet to optimize its production processes and enhance the value of its people.

 

In a sector characterized by strong seasonality, a growing focus on sustainability, and a demand for diverse crop varieties, the goal was to build a culture of observation, efficiency, and quality, reducing waste and operational variability.

 

The project began with intensive Kaizen training in the field, with sessions dedicated to management and operators, followed by gemba analysis using lean tools such as 5S, Value Stream Mapping, Spaghetti Chart, Ishikawa, and Makigami.
The mapping highlighted inefficiencies related to the lack of standards, suboptimal greenhouse layout, and manual management of irrigation, planting, and storage processes.

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Among the opportunities for improvement identified: the specialization of greenhouses by function, the introduction of ergonomic workstations, the standardization of procedures, and the implementation of a batch traceability system.
The expected results include a reduction of up to 40% in throughput times, a 25% reduction in waste, a 30% reduction in water consumption thanks to recycling systems, and improved operational well-being among employees.

 

This process demonstrates how lean thinking can generate value even in the nursery sector, starting from daily observation and the direct involvement of those who, every day, help the product and the company grow.