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ADMA’s short term pilot facts you don’t want to miss!

After having trained more than 50 advisors from different ADMA partner organisations last year, we’re very happy to announce that the pipeline of European manufacturing SME’s interested in our services is filling up quite rapidly.  Throughout Europe, over 210 manufacturing professionals have completed the ADMA scan. In the meantime 43 scan feedback sessions have been held at the companies’ premises, and by the end of January 2020, close to 20 ADMA transformation plans have already been finalised. 

Are you curious to know how this is being done? Below you can find some important details.

ADMA scan

Averaging all ADMA scan self assessment responses, the result was an overall ‘Factory of the Future’ maturity level of around 2,5 (on a scale from 1 to 5). As a reference, the Factory of the Future maturity threshold level has been set at 4 for every one of the 7 ADMA transformations.


Although all transformations are well balanced, the two lowest scoring transformations are T3 – ECO Factory and T6 – Smart manufacturing. If you’d like to know how some Belgian Factories of the Future tackled these 2 transformations, please take a few minutes to watch the following company video’s :

In contrast, the transformations T4 – End-to-end customer focussed engineering and T5 – Human centred organisation get the highest average score.

If you’d like to get an idea of what this scan exercise looks like, please do not hesitate to fill out the ADMA short version scan yourself.

ADMA scan feedback session

Having received the company’s scan results, the trained ADMA advisor typically prepares for an on-site ADMA scan feedback session, thereby summarizing the individual scan-answers of key people inside the company and highlighting the topics where there is less consensus on self-assessed maturity scores. The Excel-extract below gives a good idea on how the discussions on-site at the company are being prepared by the ADMA advisor:


Typically the advisor, together with the company representatives, will zoom in on the red coloured ‘no-consensus’ topics, and (through discussion) will try to conclude on a consensus score for that specific transformation topic.

During the same feedback session, the ADMA advisor also collects as much info as possible about the company’s recent history, some important achievements, major breakthrough initiatives already started, main remaining challenges, the company structure, the organisational model, etc.

Where-ever possible, the (business) objectives of the factory are being quantified, and KPI’s for important company strategy elements are gathered.

Having received all the input above, typically some further important focal items and/or specific shopfloor related challenges of the company are explained at the production floor. It’s the moment the ADMA advisor will also gather information on the look & feel, as well as the order & cleanliness of the shopfloor.

Drafting the ADMA transformation plan

Back home, the ADMA advisor now normally has all the input needed to start drafting the ADMA transformation plan. The main objectives of the ADMA transformation plan are :

  • to map the company’s performance in a consolidated ADMA scan result spider graph, agreed upon by all company participants;
  • define 2 or 3 priority transformation areas the company could focus upon in first instance;
  • inspire the company with relevant contacts, benchmarks, articles and other relevant information in order to create a strong base for implementation of the transformation plan.

Every ADMA transformation plan is structured the same way:  


To be able to track progress during the company’s complete Factory of the Future journey, it has recently been decided to also integrate a specific KPI-section at the beginning of the report. It’s a way ADMA together with the company can keep track of both process as well as result indicators (see picture below).


Given the different themes and possible steps that a manufacturing SME can take towards becoming a Factory of the Future, the last chapter of the document provides the company with a list of the (typical 3) most promising ADMA transformation areas, based upon the consolidated scan as well as the input from all discussions held.

Finally, the company is being advised to start initial discussions with assigned ADMA domain experts, enabling the company to create a first list of possible implementation options.

“After having studied the ADMA transformation plan in detail, especially T5 – Human Centred Organization was a real eye-opener to me.
Therefore, I’ve started connecting with some Organisational Design experts from Agoria and Workitects, ao by participating in the ADMA Learning Network event on the same topic.
I’ve learned that, even for a start-up factory like ours, preventing the creation of departmental silo’s should be put much higher on my priority list.”

– Michaël Callens, CEO & owner of Rein4ced

As the SME is expected to benefit from a longer-term support around these topics/issues, the ADMA domain expert can further help the company by making cost-benefit analyses of the identified options.

If you are interested in defining an implementation plan yourself on one or more transformation areas within the ADMA pilot program you can contact:

Paul Peeters
Agoria
+32 473 75 75 40
paul.peeters@agoria.be

Peter ten Haaf
Sirris
+32 498 91 93 54
peter.tenhaaf@sirris.be

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