This year, we revisit SYNC to examine how those high-level strategies are being executed at ground level. With Operations Director Antonio Di Vito now driving internal transformation, the focus has shifted toward operational refinement, production efficiency, and process innovation. “I started here at SYNC in January 2018 as a CNC operator,”says Di Vito.“Then I moved through positions in joinery leadership, production management, and eventually into the role of Operations Director last July.” Now serving as Operations Director, Di Vito brings practical expertise to every decision. His day-today involves everything from collaborating with the commercial and design teams before production begins to mentoring staff and ensuring performance targets are consistently met. “We make bathroom pods, and I facilitate everything from start to finish,” Di Vito explains. “Production is a big part of what I do, but I also work closely with commercial and design to ensure everything is ready before we begin manufacturing.” INCREASING CAPACITY WITH PRECISION SYNC’s production capacity now sits at 5,000 pods annually—roughly 22 per day. While this number reflects the factory’s capability, actual output varies based on orders and production alignment. “What we’re doing now is working with our commercial team to create long-term partnerships with clients. That way, we can stabilize production and avoid those disruptive spikes,” Di Vito explains. Production swings—from 10 to 20 pods a day, for instance—place a significant strain on labor and logistics. “It becomes tough. You don’t just double output overnight,” he says. “So, we’re working to establish a steady baseline, where clients book their production slots in advance.” Rather than relying solely on high-tech systems or AI integration, SYNC has achieved impressive gains by focusing on the fundamentals. “We went from taking 61 hours to build a pod to 15 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 07 SYNC
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