In many industrial contexts in Italy and around the world, lean management is seen as a collection of operational practices that help optimize resources and improve productivity. But behind this definition lies a story that few people really know. Lean was not created to produce more parts in less time: it was created to bring out the best in people. It is the philosophy behind the Toyota Production System.
“It is not a system for producing more.
It is a system for always learning.”
B. Emiliani
This philosophy has evolved into Lean Management, and at MEHITS we live it every day through JIT Kaizen, the Mitsubishi Electric Group’s continuous improvement model. Created in 2002 to address financial challenges and improve inventory turnover, JIT Kaizen is now a strategic approach that encompasses all improvement initiatives, from production to logistics to indirect work. It is not a set of tools, but a culture that aims to eliminate waste, create value, and promote a change in work style and management. It is a path of continuous growth that concerns not only machines, but human capabilities; not only margins, but relationships; and not only processes, but the culture that supports them.
🎯 The pillars of JIT Kaizen
- Elimination of waste (Muda) in every process, to improve efficiency and reduce unnecessary costs.
- Creating value for the customer through lean flows and consistent quality.
- Involving people and working on the genba, because improvement comes from direct observation and collaboration.
- Standardization and continuous innovation to ensure sustainability and replicability of results.
- Reforming work styles and improving management to build a culture that supports change.
🎯 From thought to action: JIT Kaizen at MEHITS
JIT Kaizen takes shape in concrete actions:
- Training: over 2,000 people trained in Lean Basics, A3, and 5S to spread skills and a culture of improvement.
- Kaizen Weeks: over 100 intensive workshops since 2018 to address real problems, with the participation of over 250 colleagues. In 2025 alone, we held 26 workshops in our Italian and Indian plants, with tangible results and increasingly cohesive working groups.
- A3 projects: process mapping, clear definition of problems, development of countermeasures on the genba, verification, and standardization. This approach has allowed us to reduce lead times and improve productivity in a structured way.
- Global events: exchange of best practices with other MEHITS and MELCO plants, universities and associations, and other companies.
- Dojo and workshops: spaces dedicated to practical training, where theory and production reality meet.
🎯 The value for people and for business
JIT Kaizen is not about cost reduction. It is about respect, learning, and continuous growth. Not of machines, but of people. Not only of margins, but of relationships. Because true improvement comes from the involvement and dignity of those who build value every day.
We are proud of our teams and their contribution to the future of MEHITS!
