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Knowledge Bank Workplace Innovation

Best practices and other information about Workplace Innovation and Smart Working

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  • Publication date: 2010
  • Date added: 7 June 2012

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Rating: Resato, manufacturer of high pressure systems

Resato, manufacturer of high pressure systems

2012 - Resato in Roden, the Netherlands creates, controls and manipulates high pressure in liquids and gases. This competence is used to develop products, systems and solutions in different application areas and markets. The company employs 52 people in 2012.

Workplace innovation
The company is a learning organisation. Structural use is made of employee ideas. When in Employees have intensively participated in the restructuring of product construction and the associated assembly and supply processes in 2010.

Drivers
In 2008 three managers took over the company. They found some "overdue maintenance". This mainly meant that the previous owners fully determined the activities in the company. Employees barely got the space to take their own initiatives, and if they did, they were immediately cut off. "We wanted to do it differently," says Ton Driessen, one of three managers. "We strongly believe in the Rhine-based model, which emphasizes craftmanship and the idea that you have to cooperate. We wanted a learning organization in which it's fun to work and where employees come up with ideas about process improvements. People in the workplace often have the best ideas, if they only have the space to bring them forward and notice that their ideas really are taken seriously. To do so, you need structure, a safe environment in which everyone is clear what is expected of him or her and where managers support the employees rather than vice versa."

Approach
Leadership
One of the first things that the new owners did was to appoint and train a team of managers. "Together with us, that team consists of ten people. That seems a lot, but we have a solid growth ambition and need an organisation that is prepared for that. "The managers are well trained in coaching leadership."

Streamlining processes
In the area of financial reporting and the internal logistics process, major successes were then realized. "We barely had an idea of what we had in stock. If an operator needed a component, he had to look for it in the warehouse. And if it were not there, such a machine was waiting for weeks to wait for that one component to be delivered. If you streamline that, you can make huge profits there. " In restructuring of process construction in 2010, management and staff members (supported by TNO) used the process chart as a deck to streamline assembly to reduce waste time, shorter lead time and more efficient execution of workplace tasks.

Providing space, evaluating and learning
According to Driessen, these improvements are largely caused by another way of managing the staff. "If you give people space in their field of operation, it will be fine." To accelerate this learning and improvement process, Resato organizes a ‘what did we learn?-session after each installation. 'How did it go? What went well? What can be done better?’
Success is very inspiring even with the usually reserved people of that region. "We always laugh," says Driessen. That inspires people. We also hear from customers and suppliers that they would like to do business with us. That was our ultimate goal when we took over this company: it just should be fun. We seem to succeed in that."

Results
The lead times are shortened and liver reliability is increased. "For example, in our Waterjet division we promised a delivery time of fourteen weeks, but we never achieved that. Now we deliver in six weeks and the delivery reliability for those orders is 100 percent. And the production staff can concentrate on their actual work again. '
There is an annual growth of 15% and productivity increased from 20 to 60%.
In 2012, this company was named "the smartest company of the Netherlands".

Reference
More information about Resato is online, via http://www.resato.com/and see: http://vimeo.com/54230968.