Prefaco

Led by Christophe Holthof, the project team achieved a strong result thanks to a number of structural changes. We have summarised the most important ones below:

• There was insufficient focus on efficiency in production and in the drawing offices. 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 plant 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 department heads.
• 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 plant managers, department heads and foremen.
• The two drawing offices in Houthalen and Lommel were centralised into a single department in Houthalen. This allowed the work to be planned better and the people to be managed better. Drawing errors are also better managed and productivity rose by 15%.
• By placing more focus on overtime, it was reduced by 30%.
• Daily planning was implemented in the maintenance department to enable better transparency and follow-up of maintenance tasks.
• The training needs were mapped out. On this basis, a training plan was developed that increased the flexibility of the employees. Replacements were also appointed and trained for the supervisors.
• Communication between the various departments and levels improved through the use of the new management system.