Venature's

Electrostatic Painting: A Boost Towards Efficiency and Waste Reduction

Venatures — Mon, 27 May 2024 07:31:00 +0000

In this article, we discuss what electrostatic painting is and how it helps us bring our clients’ projects to life by optimizing waste reduction and increasing production quality.

What is Electrostatic Painting?

Electrostatic painting is an advanced technique used to apply paint on various surfaces, including furniture. During this process, the paint is sprayed through an electrostatically charged gun. The electrically charged paint particles are attracted to the wooden surface of the chair, which is oppositely charged. Consequently, this interaction creates a stronger and more uniform adhesion of the paint particles, ensuring a high-quality finish.

The Advantages of Electrostatic Painting

We have analyzed reports on our painting process and are proud to note that electrostatic painting is helping us improve this process fivefold because:

Reduced Paint Waste: Thanks to the electrostatic charge, the paint particles are more efficiently attracted to the chair’s surface, reducing waste by up to 30% compared to traditional techniques.
Uniform and Consistent Finish: This method ensures an even distribution of paint particles on the wooden product’s surface, eliminating streaks and blotches, and guaranteeing a flawless finish.
Time and Efficiency Savings: By not requiring multiple layers of application to achieve the desired finish, electrostatic painting is generally faster than traditional methods, allowing for increased production and greater efficiency. This translates to reduced processing times and operational costs.
Environmental Sustainability: When combined with the use of water-based paints, it helps reduce the overall environmental impact of the painting process. Water-based paints are less harmful to the environment compared to solvent-based ones.
Quality Control: This technique offers precise control over the amount of paint sprayed, ensuring greater consistency and quality in the furniture finish.

Why is there a 30% Savings?

From the same reports, we have noticed that traditional paints often cause greater material waste for various reasons:

No Controlled Dispersion: The paint particles are distributed less controlled, causing more waste.
Lack of Optimal Adhesion: The paint particles do not adhere evenly to the surface, increasing the risk of waste.
Multiple Layers Required: More layers may be necessary to achieve an even finish, increasing paint consumption.

The Economic Impact of This Method

Electrostatic painting not only offers quality and sustainability benefits but also has a positive economic impact. By reducing paint waste by up to 30%, this technique leads to significant production cost savings. Paint particles are more efficiently attracted to the chair’s surface, reducing overall material consumption and thus the costs associated with purchasing paint. Additionally, the faster process speed and reduced processing times further contribute to operational cost savings.

What We Can Learn from This Analysis

Electrostatic painting represents a significant innovation in the custom furniture manufacturing sector. With its numerous advantages, including waste reduction, a uniform and high-quality finish, increased efficiency, and environmental sustainability, this technique offers an excellent way to enhance the quality and sustainability of furniture production.

Towards a More Sustainable Future

Furthermore, we are committed to reducing waste and adopting sustainable practices. Following the principles of “zero waste,” we carefully analyze our production processes to identify and reduce all types of waste, helping to preserve the environment and ensure the sustainability of our operations.

If you are interested in learning how this type of painting can improve the final quality of your projects while saving a significant percentage of production costs, we invite you to request our free Process Overview right here below.

APPROACH THE FUTURE BY REDUCING WASTE AND IMPROVING THE QUALITY OF YOUR PROJECTS

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What is the Kanban Method?

Venatures — Sun, 12 May 2024 06:52:04 +0000

What does Kanban mean? According to the literal translation of the Japanese term, Kan (看) means ‘visual’ and Ban (板) means ‘signal’. This Lean Production technique facilitates the Pull Flow of materials, based on physical cards that consent to the production, purchase or handling of materials.

Inspired by an American supermarket

Kanban originated in the Toyota plants in the 1950s as part of Lean Logistics. Thanks to this production model, industrial engineer Taiichi Ohno managed to pull Japanese industry out of the economic crisis it had fallen into after the Second World War. Ohno was inspired by the procurement methods used by American supermarkets. In the shops, customers take the labelled products from the shelves.

Once customers have gone through the checkout, shop staff record information about the stock status of the shop allowing them to issue an order to the warehouse, made possible because the warehouse and the shop share the same labelling system.

Once the supermarket’s shelves are replenished, the warehouse sends a supply order to the wholesalers or manufacturers, which is repeated throughout the supply chain, creating a cycle where the ultimate goal is to ensure that the shelves are stocked with products. In order to keep control of stock at all times and avoid the dreaded ‘empty shelf’, a reorder point must be set up. This is the idea behind the Kanban system.

How we apply the Kanban in our company

There are two main tools that enable us to use the Kanban method: coloured cards and blackboards. The coloured cards are used to request the raw materials needed for the production processes. Once the operation is complete, the card returns to its point of origin. The Kanban cards contain the information identifying the batches of material: ID, size, customer, location, etc. The cards are hung on the containers or shelves where the product was located.

The boards allow the cards to be placed in an organised manner. Each column shows the status of a task and the person responsible for carrying it out.

The Kanban system is self-regulating if the demand fluctuations are small enough, but if the fluctuations are larger, the number of cards must be reduced or increased.

The number of cards available for a given code has a direct influence on the amount of stock in the warehouse: the aim of the method is to reduce the number of cards to the minimum, in an effort to improve the process (production time, set-up, waiting, transport) and consequently lower the lead time. Our goal is to be faster, with less stock.

Kanban model vs MRP (business software)

For the Kanban system to work, it is absolutely essential that it is correctly dimensioned. In this way, the advantage, apart from its ease of use, is the optimisation of stocks on the basis of actual consumption, compared with the traditional use of MRP (the company software for ensuring the correct purchase of materials). In fact, it has been demonstrated that a correctly dimensioned Kanban system offers a lower stock level compared to the reordering logic calculated in the traditional MRP way.

What are the advantages of the Kanban method?

It visualises the work progress and controls each phase of the production and supply cycle.
It prevents the formation of bottlenecks.
It works as a control system for production and materials available in the logistics network.
It avoids overproduction and overstocking, allowing you to recover warehouse space.
It allows you to respond to customer demand with precision.
It is sustainable: it only takes from nature what is needed.

How much you can save with the Kanban method

The costs of warehousing can be quantified in capital assets (+ insurance costs), stock management (physical and accounting), space and the risk of obsolescence and deterioration.

In our experience, we have found that by using the Kanban method the savings on these costs is quantifiable at an average of 20%, and in some cases, we have managed reduce these costs to nil.

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Can wood be transformed within 100 metres?

Venatures — Mon, 29 Apr 2024 07:31:00 +0000

WHAT IS THE VALUE OF 100 METRES?

In this article we want to talk about a number that is particularly important for our production process. We are talking about 100 metres, which is the exact distance that wood travels within the company to become a chair.

We have gone from 29 km to 100 metres

Over the last few years, we have worked on rationalising and improving the efficiency of our production process. Our optimised production system, after each stage of the process was put in order, saves us many metres, which were nothing more than time lost back and forth in the warehouse. How did we achieve this? We completely revised the production layout and worked hard on optimising setup times. Out of curiosity, we measured the distance travelled in metres by the same parts before the reorganisation of the production process and calculated that previously it would take up to 30 km to make a chair. Today the distance is just 100 metres to make the same product.

The production system now

Today, the material ready for processing undergoes a pathway of transformation via the three main lines on which our production is organised and which are outlined on the floor of our company. On each of these three lines there is a sequence of machinery designed and grouped to ensure workflow and to always move in a single direction. In other words, the flow of the process never goes in reverse: the pieces of wood slide on special trolleys and only travel 100 metres before becoming a chair.

Other numbers that add up: warehouse space occupied and transportation

Apart from the 100 metres, there are other numbers that have been drastically reduced by optimising the production process. For example, the square metres of warehouse space occupied by the raw material: we have gone from occupying 1000 m² to 400 m². A huge saving of space. Transport costs are another aspect that have improved enormously and have been reduced by 70%. These many factors combined make us altogether faster in the production and delivery of orders.

What is the value of these 100 metres to the customer?

Let’s start with an important principle: anything that does not represent a value for the customer could be generically defined as waste. Therefore, all you need to do is to eliminate waste in the process to reduce the cost/price. The hardest thing to do is to recognise this waste. For us, it has been a long road towards this awareness. Along the way each element of the production process was observed to see whether it had a positive impact on benefits or costs. In this way we were able to understand which activities generated value or, on the contrary, waste. This study means now we can say that the 100 metres are a value for customers, because the resulting product for them (and this also applies to us as a company) is made with less waste and therefore a reduced cost.

If we could summarize this concept with an image, it would be this one:

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What is “Zero Waste” and how we leverge it

Venatures — Thu, 11 Apr 2024 05:10:05 +0000

THE MEANING OF ‘ZERO WASTE’

Zero waste, zero rubbish, exceptional sustainability. This reduces the principle of living with ‘zero waste’ into its simplest terms. It is a term that we want to add to our personal vocabulary, to guide us towards change and to guide our decisions within the company. We have already talked about how the word sustainability is the compass directing our choices in our day-to-day work, and now we will explain why zero waste is also so important to us.

The zero waste philosophy and the 5Rs

Those who decide to live according to this theory try to eliminate, or at least minimise, the production of waste in their daily lives, plastic in particular. The ‘zero waste’ philosophy is based on the 5Rs of Bea Johnson, pioneer of the Zero Waste movement and blogger of the Zero Waste Home. There are five words, or concepts, which are the cornerstones of the Zero Waste philosophy. These are the 5Rs:

Refuse
Reduce
Reuse
Recycle
Rot

The community that has grown up around the Zero Waste philosophy has added a sixth R to these five principles: repair.

‘Zero waste’ in the company: the Seven Mudas

If, in everyday life, you can live without waste by following the 5Rs, in our company we adopt the 7 mudas of the lean system, which divides waste into seven categories.
The first is overproduction, i.e., generating more output than is needed for the next step in the process. The second is inventory, i.e., the accumulation of resources to be transformed, being transformed or already transformed. Having a large quantity of stock is, firstly, a cost for the company and, secondly, an obstacle to improvement because it contributes to concealing the production problems within the process. The third category is waiting, or rather, the periods of inactivity of the resources being processed or the transforming resources. This may be due to multiple factors, such as, for example, the depletion of materials, equipment failures, delays due to production batches, lack of expertise within the process and so on. The fourth category is transportation, specifically related to the movement of resources during processing. The fifth category is over-processing: the presence of processing steps resulting from inefficiencies in transforming resources or in the product and process design can generate non-value for the end customer. The sixth is motion, meaning the presence of any unnecessary, or even incorrect, movement within the workflow. The seventh category is defects and waste within the process: generating defective output means failing to adhere to the customer’s request and we are very aware this is far from what we have identified as value.

How can these seven categories of waste be reduced?

We start with an analysis called the VA-NVA analysis to create a report that identifies the classification of the processing stages and places them into three types (VA, NVA1 or NVA2 steps) and provides a great deal of information on the composition of the workflow.

The analysis consists of the following steps:

Observation and selection of the correct approach according to the duration of the processing steps to be analysed.
Training and informing of the operators on the purpose of the analysis and their role in the process analysed.
Survey of the steps (4M+E), specifying who carries it out, where they carry it out, and what instrument or machinery and materials are involved.
Survey of time divided into three categories:
Time VA: time spent on activities that create value for the customer.
Time NVA1: time spent on activities that do not add value but are indispensable given current technology.
Time NVA2: time spent on activities that do not create value and can be eliminated immediately with little effort.
The NVA2 class is further subdivided into other subclasses of waste. The most common categories are:
- - - Raise and reposition
    - Transport
    - Check and adjust
    - Clean
    - Setup and technical time
In the first phase of the analysis, we do not define NVA type 1 times, as this would mean defining them from the outset as non-eliminable.
Formalisation of collected data
Analysis and redesign of the physical workflow. After collecting and formalising the data of the steps and times that relate to the current state of the processes, the analysis and redesign of the physical flow can be started. This activity is carried out by the analyst with the involvement of the operator who carried out the steps surveyed. In this phase, all the operations are analysed one by one, and questions are posed to challenge the entire process. The questions asked are:
- - - Is the activity necessary?
    - Is the VA time consistent?
    - How and by how much could NVA time be reduced?
    - Can the ergonomics be facilitated?
    - Should the activity be carried out within the main flow?
At the end of this phase, we would expect a sequence of steps that are modified in respect to the initial ones, both in terms of sequence and duration.
Definition of the action plan

After the analysis: balancing the steps and implementation of the process

At its completion, the VA-NVA analysis leaves a useful database for the calculation of process balancing. We note the rate at which the market demands products (Takt Time) to calculate the minimum number of workstations and operators needed. For balancing each step, all that is needed is to move activities around to achieve a balance that closely matches the pace required by the market. Another great benefit that derives from this tool is the creation of ready-made timed sequences for the various workstations and the analysis also helps to understand the list of tools used and materials processed in the individual operations.

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Is wood the raw material of the future?

Venatures — Thu, 07 Apr 2022 17:00:36 +0000

This was the first question we asked ourselves when we decided to redesign our future a few years ago. Today our company name is Venature’s, but it used to be Veneta Sedie for a long time. When we made the choice to change the name that had identified us for many years, we wanted to express our connection with wood and its grains, with nature, forests, carpenters and craftsmanship. This is where our new name Venature’s comes from: it was a radical choice joining together the words “grains” (venature in Italian) and “nature”, while expressing a sense of belonging through the Saxon genitive.

Wood as raw material, but with a new idea of supply chain

Woodworking, as we understand it, is a step perfectly fitted in the value chain, which integrates supply chain processes in a smart and sustainable way. Partnering with our company to turn your design and furnishing ideas into reality means supporting a new way of managing the raw material procurement process. And it also means giving shape to wooden products using the most advanced manufacturing techniques and the best raw materials. This new idea of supply chain was first put into practice in March 2021 when we obtained the FSC® certification, whose maintenance is a fundamental objective for us for the years to come.

Without any waste

In wood processing and transformation, we almost obsessively try to reduce any kind of waste. We produce exactly what the customer needs, thus enhancing greater sustainability. Furthermore, we purchase raw materials according to our needs. A very interesting article on Lifegate has identified three “magic words”: sustainable forest management, i.e. using forests not only for wood production, but also with the aim of maintaining this extraordinary renewable resource for the benefit of future generations, while respecting ecosystems, climate, and rights of local communities. This is why sustainable forest management is a key concept for us.

Why do we believe that wood is the future?

Wood is one of many natural renewable resources available and can store CO₂. So, the longer a product lasts, the later the wood will release in nature any built-up CO₂. A wooden product is easy to dispose of and can be recycled. In the Lifegate article it is also said that according to a study conducted by the University of Wisconsin, wooden products are likely to trap approximately 440 millions of tons of CO₂ worldwide per year, which is an amount equal to the annual emissions of a country like Brazil. By increasing the quantity of durable wooden items which would replace any other non-renewable materials without such characteristics, massive quantities of carbon could be retained in wood for centuries, thus mitigating global warming. Just to give you an idea, in a recent scientific article it has been estimated that a ton of wood used to replaced other materials could reduce the CO₂ emissions into the atmosphere from 5.6 to 0.25 tons.

Wood is a concrete solution for everyone’s well-being, and we are happy to help design a positive future for our planet.

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We work to eliminate waste

Venatures — Thu, 02 Dec 2021 15:36:59 +0000

Eliminating waste is one of our major goals. As already explained in this page, we almost obsessively try to reduce any kind of waste in wood processing and transformation, and we do it considering both raw material and processes. We only produce what the customer needs, thus gaining many benefits, such as shorter delivery times and greater sustainability. Among the words associated with greater environmental awareness, there is one that caught our attention which is precisely about waste reduction: the Japanese word Mottainai.

Mottainai, the Japanese word against waste

The word Mottainai conveys a sense of regret over waste, a deep disappointment that a person feels when something valuable is wasted. On this page about Japanese culture, you can read that “the cultural roots of this term can be found in the geography of Japan. The Land of the Rising Sun is a densely populated island and for this reason it may have to face resource depletion in the long term. We can therefore assume that this pillar of social common sense was born out of a need that was anything but spiritual, i.e. the preservation of the environment”. This word has therefore acquired a value related to sustainability and the environment.

Fighting waste: let’s start from our warehouse

Fighting waste is a daily commitment for us and the word Mottainai is therefore a value that is intrinsically present in our activities and in each phase of the production process, starting from the warehouse management. Companies rarely know how to define the costs of warehouse management, and many of them work on the wrong assumption that having accounting reports to monitor costs is enough. However, the real costs for the warehouse management include many other factors apart from the goods sold and raw materials, e.g. the costs for management and maintenance, insurance, interests, shrinkage. These costs may vary depending on the business field but are always pretty high on average. It is estimated that the carrying costs alone represent generally 25% of inventory value on hand.

Here below you can find some estimates on the costs taken from a very interesting article by Lokad.

cost of money: 2% – 5%
taxes: 2% – 6%
insurance: 1% – 3%
warehouse expenses: 2% – 5%
physical handling: 2% – 5%
clerical & inventory control: 3% – 6%
obsolescence: 6% – 12%
deterioration and damage: 3% – 6%

Benefits of reducing inventory

We have decided to optimise our inventory, thus reducing capital, carrying, and risk costs. This decision is directly connected with our “pull” method, which means that: we plan production according to the orders from the clients; the warehouse is replenished after consumption depending on the downstream production capacity; the stock sizing is defined in advance; and the flow is driven by the client who is at the centre of all our activities. We use the Kanban method to avoid overproduction.

The Kanban method allows us to save space in the warehouse

This Japanese method allows us to make the phase of raw material supply and replenishment more efficient. Thanks to it we can receive the raw material we need at the right moment, with the final objective of aligning the production capacity with the demand, thus avoiding both overproduction and unnecessary waiting between a process and the following one. This represents a huge advantage both for us and the client, in terms of sustainability and economic saving.

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Our method in one word: PULL

Venatures — Thu, 02 Dec 2021 15:36:14 +0000

You find it written on our website, we tell company’s visitors about it, we present it to potential partners. It is Venature’s Pull System®, the method we have chosen to identify our work management system, which over the past few years we have fine-tuned and tailored to our needs. This is why it incorporates our name.

What is Venature’s Pull System®?

We would rather start from what Venature’s Pull System® is not. It is not push type production, a definition of which may be useful to understand our working method. The push type approach is based on the concept of “make to stock”, according to which materials are manufactured and stocked on the basis of their forecast usage. With pull type production, on the other hand, the company schedules production according to the actual orders received from customers and refurbishes stocks only after they are used up and depending on the downstream production capacity. Moreover, the stock size is defined in advance and the general work flow is driven by the customer who is at the centre of the entire process.

Why we prefer the pull type approach

We have three good reasons and, all together, they define the essence of our identity. The pull type approach makes our company:

Sustainable
it helps reduce waste as overproduction and resources are saved;
Structured
working according to the pull logic helps considerably reduce the time spent on unnecessary actions and processes. This way we are better organized and structured;
Punctual
delays and waiting times disappear when everything along the process is well organized. Time is precious and we do not want to waste it.

If you are wondering how our system can positively affect your business, do not hesitate to contact us for an accurate and targeted analysis. We can offer you a free consultancy to investigate your purchasing needs and match them with the solutions we can work out for you.

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Why we believe in FSC® certification

Venatures — Thu, 02 Dec 2021 15:35:43 +0000

Sustainability can be achieved by a company through many concrete choices. It is essential with our actions to always take paths that are directed towards a reduction of environmental impact. This is a key element, and we have committed to making it real from the very first step in wood processing: the selection of the raw material. The last green element that has joined our company is therefore the FSC certification, which guarantees that the wood used comes from forests where very strict environmental, social and economic standards are respected. Venature’s name now appears on the list of FSC certified companies.

Why we made this choice

We saw it as an investment for everyone: for those who choose to work with us, for the environment, for our company. Being a certified company means having a transparent, direct, fair and sustainable supply chain. FSC certification is an internationally recognized protocol which guarantees that products come from responsibly managed forests, thus ensuring environmental, social and economic benefits. In order to provide the final consumer with this guarantee, it is necessary to rely on a partner who is in line with this policy from the first step of the supply chain, i.e. the purchase of certified raw materials.

How did we get FSC certification?

When we started the journey to achieve FSC certification, we knew it would have been a long path, but we saw it as an added value and a guarantee of reliability. Here below we will tell you more about this long journey, step by step.

We provided our corporate data
The certification body collected the input, movement, and output data of the material flows, in order to identify all the company areas involved in the management of the certified product and any critical points.
All the information collected was compiled into a manual
A Certified Product Traceability Manual was drawn up in accordance with the provisions of the standard.
Operating Instructions were prepared for the different operating departments
The operating methods were standardized for the different company departments, to avoid any cross-contamination between certified and non-certified materials in the different process steps.
Staff were trained about the traceability system which underwent a final check
Once the Certified Product Traceability system (CoC) was successfully implemented, all staff involved were trained about it, so as to ensure the functionality of each step.
A check on maintenance of the CoC is scheduled annually
To ensure compliance under the two standards, an external check on the maintenance of the implemented CoC will be carried out every year.

What it means to choose an FSC certified partner

Choosing to rely on a company that employs FSC-certified raw material results in many added values. The first one is the credibility of FSC, an independent organization that allows anyone who cares about sustainable forest management to become a member. The second one is that you automatically choose to protect the environment: FSC’s forest management standards include protection of water quality, prohibit the cutting of old-growth forests, prevent the loss of natural forest cover, and prohibit the use of highly toxic chemicals. Finally, access to markets becomes easier, as this certification is often required by governments and public administrations. FSC certification has also recently been recognized by the LEED protocol, allowing it to gain a credit in the rating of energy efficiency and carbon footprint of buildings.

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What sustainaibility is about

Venatures — Thu, 02 Dec 2021 15:34:56 +0000

Some words have a deeper meaning to us than others. These are the words that have a place in our personal vocabulary and guide our work towards continuous improvement, towards change. Sustainability is one of them. We like to think of it as of a compass that shows us the way when making our business decisions, choosing our working method, and offering our customers help to develop their projects. Partnering with us means supporting sustainability, which is why we have decided to spend a couple of lines on it.

The origin of the word “sustainability”

To understand the deeper meaning of this word, which is now part of our daily language, we shall take a step back and try to find out more about its origin. Although sustainability today is a very frequent word in advertisements and campaigns of companies from many different industries, few people know its true origin. “Sustainability” comes from the English word “sustain”, which in music indicates the pedal of the piano that is pressed to allow notes to ring out for longer. The word is evocative of something that lasts over time and stands the test of time, as opposed to disposable economy. Sustainability embraces all processes and products that look to the future and were originally created choosing materials and production methods that are respectful of the environment.

Being a sustainable company

Manufacturing sustainable items and furniture is not enough, though. The company must be sustainable as a whole. This was the prompt leading to the reorganization of each aspect of our production process, from the choice and procurement of raw materials (FSC® certified wood) to the reuse of wood scraps and the use of composite materials, such as MDF or chipboard. We have adopted a systemic approach to maximise recycling, to minimise waste, and to reduce consumptions. At the same time, our new system supports the design of products intended to be used over time, mended or recycled again in the environment or on the market, according to the principles of circular economy.

The advantage of a sustainable approach

Focusing on a sustainable approach together as partners means enjoying a lot of advantages when manufacturing design pieces or furniture. These advantages include:

nature will not be exploited – we only take what we need;
projects and objects are designed to last over time;
items and furniture, including those of everyday use, are given new prestige;
environmental certifications can be boasted for all manufacturing steps, from the very beginning of the process;
you join a virtuous cycle of companies that pursue similar goals.

Our commitment? To combine the importance of preserving the environment and wood as a raw material, offering at the same time a functional and effective service to our customers in a win-win relationship where we all improve.

SHALL WE WORK TOGETHER IN A SUSTAINABLE WAY?

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