Interview with Nicolò Zaffonato, COO and Lean Manager at El.Co.

El.Co., a company with over thirty years of experience in the industrial electrical automation sector, has undergone a profound transformation in recent years—changing its approach, its culture, and its tools. Leading this change is Nicolò Zaffonato, now COO, Lean Manager, and Member of the Board of Directors. In this interview, he explains how introducing Lean thinking – and above all, spreading it across the workforce – sparked a true revolution.  

Nicolò, can you tell us how your journey into the Lean world began? 

It started almost by chance. I had accepted a scholarship for an IT project in a company with a strong Lean culture. That was my first real exposure to Lean, which I later deepened through experience at another Lean company and further formal training. I earned a Master’s in Lean Management from the prestigious CUOA Foundation. The more I learned, the more I realized that Lean, if properly implemented, can truly transform a company—starting with its people. 

Where did the transformation journey at El.Co. begin? 

When I joined El.Co., production was managed with a push approach: a lot of planning, little visibility over flows, and limited flexibility in dealing with problems. But more than the processes, what really needed to change was the mindset. That’s why I immediately focused on internal Lean training. Before introducing tools or methods, it was essential to build a shared culture. 

How did you practically implement Lean within the company? 

We started by reorganizing the shopfloor layout and workstations. After a couple of years, we moved on to implementing manual kanban – a powerful tool for enabling a pull-based production system. I trained the teams, involved everyone, and shared the logic behind the system. My goal wasn’t just to apply a method, but to make everyone aware and engaged in the change. When people understand the why, the how comes naturally. 

Did Lean training and the manual kanban system deliver results? 

Absolutely. Over time, we successfully applied kanban management across 16 production lines. The system worked, but as we extended it, its limitations began to show: manual updates, printing cards, and keeping the sizing accurate required more and more time and effort. That’s when we realized we needed a tool to help us scale the system without losing efficiency. 

Is that when you transitioned to electronic kanban? 

Exactly. Manual kanban is a great tool, but to apply it across all lines and all parts without overwhelming maintenance activities, you need to go digital. 

By integrating our manual kanban system with KanbanBOX software, we automated the collection and calculation of the parameters needed for kanban sizing, simplified and sped up the creation and management of kanban cards, and gained better control and real-time visibility over our processes and stock levels. 

Previously, it took two people three full days every two months just to update the cards. Now it takes only a few clicks. We can focus on what truly adds value: improving processes, not chasing numbers. 

Was the previous training helpful during the electronic kanban implementation? 

Very much so. When the KanbanBOX experts came to our site to walk us through the kanban logic, they found people already well-versed in the topic. So they could focus more on the practical side of the implementation. For example, scanning the barcodes on the new kanban cards or printing cards from the software interface with a click. 

Thanks to the earlier Lean training and the experience gained with the manual system, the transition to the electronic kanban felt natural. 

After all, Lean isn’t something you impose—it’s something you plant. And when people start thinking in terms of flow, understanding value, and seeing real results, everything changes. That’s what allowed us to become a company truly ready to evolve, innovate, and look ahead. 

Now El.Co. has a strong Lean culture. Do you continue to invest in training? 

Always. I firmly believe Lean culture needs to be nurtured every day, not just through hands-on practice but also through moments of reflection and growth. For example, we’ve introduced department-level certifications: every operator can volunteer to take part in these basic or advanced training programs. Those who participate must complete theoretical training and carry out a documented improvement project. One employee, for instance, led a project to optimize waste management. Each level of training also includes a reward, such as attending trade fairs where El.Co. exhibits, or—at more advanced levels—the same Lean Management course I took myself. 

We’ve also installed a Kaizen Board in the break area, where everyone can submit improvement ideas. The goal is to involve everyone and give a voice to the people who live the processes every day. When a company learns to listen, it also learns where to improve. 

What would you say to someone who wants to start a similar journey? 

That mindset is everything. As long as you’re stuck in the “let’s do the best we can with what we have” mentality, you’ll keep holding onto inefficient solutions. I remember when we only had one power screwdriver: sure, we saved money on the tool, but operators wasted time looking for it, carrying it, returning it, or waiting for it to become available. Only by adopting a Lean perspective did we realize the hidden cost of that choice far outweighed the cost of buying two more. 

The same goes for tools like electronic kanban or training programs. If you only focus on the visible cost, the answer will always be not to invest. But if you shift your perspective and consider the real cost-benefit ratio, then you can start to understand the potential return of every investment. A trained employee, for example, can generate 30–40% more value than one who isn’t. 

In short, be open to change. That’s the difference between a company that merely adapts and one that truly grows.