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Interview with BMT Aerospace’s Henk Vincke

In this interview, Henk Vincke tells us a bit more about the process of building an ADMA implementation plan for the HUMAN CENTERED ORGANISATION transformation.

Stage 1. Vision, challenges and objectives

• How did you arrive at a Factory of the Future vision for this transformation?
Within the BMT Group we got the mandate to play a leading role in Industry 4.0 and to become an example company within the BMT Group. We didn’t just want to focus on technology and digitization but wanted to prepare the organization as a whole for the future. With this idea we arrived at the Factory of the Future vision that focuses also on other dimensions, such as the employee.

• What methodological approach did you apply?
To be honest, in the beginning you don’t always know very well how to start. The fact that in this initial phase some people from Agoria came twice to help our management team to better understand the Human Centered area of transformation and the steps to be taken, has definitely had a very high added value for us. We also participated in the bootcamp ‘Innovative Work Organization’ organized by Agoria.

• How did you move to objectives that were measurable, realistic and attainable ?
We started by appointing a Human Centred Organisation project owner. This owner organized brainstorm sessions: what are we already doing, what are we going to do in the short term and what do we want to do and do not want to do in the future?
The objectives for human aspects not always being measurable, we have chosen for projects we believe in. In general one theme always came up: what is the final return of each of these proposals?

Stage 2. Solutions to meet objectives

What was the process to come up with possible solutions for the objectives defined?
In the Human Centered transformation we had several visits from Robrecht Janssens from Agoria, and during the bootcamp ‘Innovative Work Organization’ we received a lot of useful tips and solutions. Frank De Craecker (working for the private Belgian Workitects organisation) taught us in an entertaining manner how to improve our organization.
done and later on focus shifted towards decision making on what ideas to put into practice.

To what extent specific research and development actions were deemed necessary to arrive at the right solutions ?
For most initiatives we started small in one department, evaluated after a certain period, adjusted and then rolled it out for the other departments. For example the self-steering team in the plating department started with a very limited number of tasks they could decide on. In the meantime they are responsible for many more.

Stage 3. Economic cost-benefit analysis

What was the process of solution selection? How did you assess the business value vs effort needed of the identified solutions ?
We looked at the implementation time of each solution, set clear targets and deadlines, and assigned owners. It was important to choose smartly. Factory of the Future does not necessarily require large investments, it’s all about making the right choices, selecting the right projects. That is essential. We didn’t want to start Factory of the Future because of Factory of the Future, but because of what the projects could bring to our company.

Did you engage in specific partnerships for some topics ? If yes, please shortly explain.
We worked closely with Agoria and for a specific project about leadership we hired someone from Penta.

Stage 4. FoF implementation plan

How exactly did you create a multi-year timeline for implementation ?
After the self-scan in which we analyzed our strengths but especially our weaknesses, we drew up a specific roadmap, in which the ideas became actual projects. We then linked these projects to one of the 7 transformation domains.

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