Manufacturing: precast concrete
BTE groep
BTE Group, a leading concrete industry player in Western Europe, had Vocum carry out an analysis at three sites with 360 employees in total. Efficiency in production and the drawing offices rose by 20% and the target was achieved.
Result
Efficiency +20% · follow-up assignment for two other production sites
BTE stands for Bouw Toeleveringsindustrie Europa (Construction Supply Industry Europe). With a turnover of more than €150 million in the Netherlands, Germany and Belgium, the BTE Group is a leading concrete industry player in Western Europe. BTE Nederland B.V. of Dodewaard is the parent company of renowned concrete companies such as Vebo, Romein Beton, Lodewikus, De Hamer, Meteoor, etc.
We had Vocum carry out an analysis at three of our sites. We felt that efficiency at these production sites could be better. These three sites together employed 360 people at the time.
During the analysis, Vocum established that a potential saving of 20% was possible on the direct labour costs.
- The focus on efficiency in production and the drawing offices could be improved. By defining the right KPIs and steering on them, this focus — and efficiency — increased by 20%.
- A complete management system was developed so that problems and deviations from the target are noticed in good time. This means action can be taken at the right moment and at the right level.
- A production schedule was created, enabling the production and engineering managers to determine several days in advance how many people are needed for the planned work. With this information, they are also better able to motivate and challenge their plant managers.
- Intensive training was provided, both in the classroom and on the job, with the aim of better enabling supervisors to manage a group of people on the basis of facts and figures. The supervisors here are the production & engineering manager, the plant managers and team leaders.
- We changed the work schedules so that idle time was eliminated from the organisation as much as possible.
- A competency matrix was drawn up for each site, used to move people between departments and even between different sites. This is put to good use in the event of a shortage or surplus of people, in order to minimise inefficiencies across BTE.
- Communication between the various departments and levels improved through the use of new management tools.
The points above, together with continuous guidance from the Vocum team, enabled us to achieve the target as set out in the introduction.
We are pleased with the way Vocum brought the project to a successful conclusion and recommend Vocum to any company that has a change process with measurable results in mind. In view of the results achieved, BTE has given Vocum a follow-up assignment for two other production sites.
In view of the results achieved, BTE has given Vocum a follow-up assignment for two other production sites.
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