SINCE 1802 INNOVATING HAS BEEN PART OF OUR IDENTITY.
With these words Roberto Salmini, owner of Lazzati Industria Grafica, describes the spirit that drives the company.
On the occasion of the Oro Process Innovator award, we interviewed him to learn more about how this 200-year-old company has approached digitization and what benefits it has gained from the journey with Logica.
Let's look at the beginning, what was the initial push and drive that led you to consider automation as a strategic lever for your company?
"I'M STARTING WITH PREHISTORY..."
My father was a very meticulous person: unlike other printers, who only made estimates, he also took care of making the final figures.
When I joined the company, when I was 19 years old, in ’82, I started with just that. I remember I was already considering some solutions, and when I saw Proto, I said, “I’ll buy it. Mine.”
Progressively we integrated all modules and automated all activities that were previously handled manually.
THE THINKING HAS ALWAYS BEEN THE SAME: THERE IS AN AUTOMATED WAY TO DO THESE TASKS, WHY WASTE TIME DOING THEM MANUALLY?
It can be said, then, that the predisposition to solutions such as Data Production or automated data collection comes primarily from your father and then from you, both with a certain way of “framing” things.
That’s right, the turning point was translating the attitude that my father already had into an IT key.
The need to simplify and optimize processes gave us control over the entire production cycle back in 2002, more than two decades ago. Then of course, needs evolve with time.
Today you are a quite structured company with many employees and an established organization. For you it was more of a natural predisposition, but how has it impacted the company concretely?
I admit that the first impact was significant: those who use data collection initially perceive it only as a control tool, a way to verify their work.
BUT IN OUR OPINION, IT WOULD BE IMPOSSIBLE TO RUN THE COMPANY TODAY WITHOUT A COMPLETE IT SYSTEM LIKE YOURS.
We produce a wide range of different products and deal with heterogeneous staff: from the printer who is more inclined to use computer tools, to those who are less so.
We have also acquired other companies over time, and what we have found, which reflects a common reality, is that 80% of small-to-medium-sized companies use only the estimate form, at most the job order form and, rarely, the final statement form.
Although employees were used to the previous methods, the integration was handled quickly through appropriate training.
“Today it would be impossible to run a business without the help of a complete management software.” Can you explain this concept further?
In my opinion, production scheduling is one of the biggest challenges in business management today: accurately planning what will go to print, providing appropriate responses to customers, and organizing it all requires structured processes.
In an environment where conflicts over priorities are inevitable, especially during saturation periods, software tools that centralize information, such as the Job Calendar, facilitate more informed decisions. Everything is integrated.
What has been the return on investment related to Proto, data collection, and the Logica Suite more generally?
It is difficult to quantify. Today we have to manage multi-sector experiences, and the complexity and speed of demands have increased with a wider range of products, with all kinds of customers and requests.
It is not just about saving staff or automating certain activities, there is much more.
Logica has always distinguished itself by being open to dialogue with other systems, to provide a service that was comprehensive and gave greater peace of mind to the customer and was not, instead, “protectionist.”
In this sense, I address great appreciation towards Andrea Sentimenti who is, in my opinion, a key figure in Logica.
This is not at all taken for granted because the client is, in all cases, integrated with the Logica Suite, therefore with us. This level represents a significant added value.
You have started a project in which Logica supports you with consulting activities: what is it and what tangible benefits are you getting from it?
Last year, with Norberto and Serena, we began to analyze corporate logistics flows. The result was a 5% increase in efficiency, marking a significant cultural change: moving from a management based on “feelings” to one based on concrete data.
With the projects started about a year and a half ago, we decided to face critical issues head-on, involving the entire company in the improvement process and strengthening the operational foundation.
Overall, this has led to more focused strategic choices such as investing in new machinery or recognizing our own strengths and focusing on them.
Has your team been involved in this as well? Is this something that only involves the management or is it more extended?
We hold periodic meetings with different goals: a weekly one dedicated to Job Calendar with agents and technical department managers, where we analyze the job situation and available production capacity;
a monthly one focused on quality, to identify inefficiencies and plan improvements;
finally, ad hoc meetings with various “departments” to discuss specific issues and share progress.
The team has welcomed the initiatives, showing interest and participation.
Your company has crossed many generations and has a long tradition behind it, as your sister recalled speaking of “a company with 220 years of history.” From what emerges, it seems that the relationship with Logica is giving you useful tools to provide continuity and support those who will take over in the future.
Definitely!
When I joined the company, we were just a few people with my father centralizing all the activities, as is the case of most traditional printing companies.
Since then, one of my goals has been to create a structure that can function independently of my presence. My role certainly remains important, but it is essential that there is a solid structure in place that can carry on the business even in my absence.
This requires well-structured software, the organizational pillar on which business processes are based, and the presence of key figures who know the vision and history of the company to pass on its heritage.
Lazzati works in the luxury segment with a demanding, high-level customers. What do you see as Logica's contribution in achieving and maintaining quality standards in line with the expectations of this segment?
The added value is not directly reflected on the customer, but it results in essential support for the overall business process management.
For example, one of the most useful tools we have integrated is the quality check module that allows us to track non-conformities, at regular copy intervals, and so work to improve them.
I always like to underline to our clients that we manage the entire business with an IT system that covers every aspect, from A to Z.
Your project presented at the Oro della Stampa (“Gold of the Print”) received an award for innovation. What do you think are the unique features that led to this success?
I think everything we have done with Logica over the years has weighed a good 80%.
We have innovated so much, not only in the IT aspect, but also on the machines. This focus on the most advanced solutions has definitely played an important role.
To sum up, if you were to speak to someone who has not walked a path like yours or has not yet taken it, what message would you give?
TO DO IT NOW. TO NOT BE AFRAID OF CHANGE AND TO INVEST IN THE FUTURE.
A management system is not just a tool, it is a guide to enable the company to face market challenges with strength and agility.
And this, in our case, has been possible thanks to a mutually successful partnership with Logica, which has always supported us with competence and strategic vision.
