Lean Management to improve sustainability in wine sector: an exploratory study in the Prosecco DOC appellation

The contemporary wine sector confronts a formidable array of challenges, including burgeoning production costs and the constricted availability of natural resources. Heightened consumer awareness regarding sustainability issues further compounds these pressures, compelling companies to adopt more judicious resource utilization strategies. In response to these imperatives, there is a growing recognition of the need to overhaul production methodologies within the wine industry with a view to minimizing inputs and eliminating waste. In the present study, “waste” refers to any activities that absorb resources without generating value for the end consumer, thus undermining both environmental sustainability and economic viability. Indeed, in an increasingly competitive market landscape, the identification and eradication of waste assume paramount importance for companies striving to maintain their market relevance. For this reason, as part of the sustainability project launched by the Prosecco DOC Consortium in 2019, a working table was set up to support companies in identifying and reducing waste. Among the existing approaches, Lean Management (LM) was identified as a promising avenue for waste reduction. Originating in the automotive sector in the 1990s, LM principles have since accrued a reputation for bolstering operational efficiency and streamlining processes. Key tenets of LM include defining customer value, identifying and eliminating non-value-added activities, organizing production as a continuous flow, adopting a pull-based approach, and continuous improvement. However, despite its proven efficacy in other industries, LM is still rarely - and sometimes poorly - adopted in the wine sector. Unlike the automotive industry, where raw materials are available year-round, the cyclical nature of grape harvests dictates a more nuanced approach to production planning. Moreover, factors such as soil composition, climate conditions, and appellation regulations exert a profound influence on winemaking practices, rendering standardization a more complex issue than in other sectors. The wine production process itself is characterized by non-linearity, with operations often conducted in large batches over extended periods. While this may appear inefficient from an industrial standpoint, these extended processes are essential for the quality of wines. Nevertheless, despite these challenges, there is growing evidence to suggest that LM production methodologies can yield tangible benefits for wine producers, particularly for Prosecco DOC companies, where profit margins are narrow and the imperative to optimize production processes is particularly acute. A practical testing experiment of LM principles at Cantina di Conegliano e Vittorio Veneto underscored the potential of these methodologies to identify inefficiencies and drive continuous improvement. The Kaizen Workshop conducted at the winery facilitated a collaborative process of value stream mapping, laying the groundwork for future optimization efforts. Visual management tools, such as Value Stream Maps and Spaghetti Charts, proved invaluable in visualizing production flows and pinpointing areas for improvement. However, the successful implementation of LM principles hinges on more than just technological tools; it necessitates a cultural shift within organizations. Achieving sustained improvements in efficiency and sustainability requires a steadfast commitment to continuous improvement and a willingness to challenge established practices. Looking ahead, it is evident that LM holds considerable promise for the wine sector, offering a pathway towards greater efficiency, sustainability, and competitiveness. However, realizing this potential will require concerted efforts to overcome the challenges inherent in wine production and to cultivate a culture of continuous improvement in which wine producers can maintain their competitiveness and ensure a sustainable future for the industry.