The ADMA approach revealed important opinions about the perception of the maturity of our company, by different people, from different departments.
Agromaks, a Polish manufacturing SME, produces meat ingredients (dry and wet) for animal food. The company produces and trades fresh and frozen animal by-products, purchased in slaughterhouses in fresh form, and processed in accordance with specific customers’ requirements.
Following interview was conducted right after the ADMA transformation plan for the company had been finished.
What are the main positive and negative aspects of the ADMA company scanning exercise?
The positive aspects of the ADMA scan are primarily the ability to smoothly pass through the most important areas of the company’s operations, which are important for its development. A valuable advantage is also the fact that the document is directed to different areas in the company. Thanks to this, it is possible to learn opinions about the perception of the maturity of the company, by different people, from different departments. A negative aspect may be that not all questions are comprehensible to all people who took part in the scan. Besides, it may sometimes seem that some of the questions are “as if” addressed to companies that are already somehow advanced or digitally automated. That’s why we sometimes had trouble understanding what the questioner had in mind.
What valuable insights about your company and its processes did the scan provide you with?
It has confirmed us, primarily in the belief that what we do is right. It also allowed for a detailed analysis of all relevant areas of the company’s operations and a look at them once again from the point of view of different levels of management.
How did the meeting with the ADMA advisors go?
We received great support from the advisors. Any doubts arising from understanding certain points of the ADMA scan were clarified on an ongoing basis. The substantial guidance we were given allowed us to get through the scan without any problems.
What transformation(s) have you selected as the most relevant ones in your Transformation Plan?
Looking at our company and its specifics, the scan indicated it would be crucial to consider extending advanced “Smart Manufacturing” processing technologies and digitizing “Digital Factory” processes – to a larger area of the company than before. Automation and digitization of processes will allow to reduce costs by shortening production time, increasing efficiency, minimizing the risk of manufacturing products that do not meet the specification. This will translate into an increase in sales income.
Is the ADMA transformation plan that was made valuable for the company? If not, why?
An industry like ours, which is mainly manufacturing, generates a lot of data, but at the moment only information is collected from the top level: plans, orders, maintenance schedules – and mainly for audits. Meanwhile, valuable data in a manufacturing company is also generated by the “floor”, to be more precise, by the machines and equipment that carry out the technological process. Implementation of the previously mentioned elements of the transformation, such as skillful processing of this information by properly prepared systems can significantly increase the reliability not only of individual operations, but above all of the company’s entire manufacturing process.
However, it should be remembered that well-designed robotization or digitization is certainly an excellent investment, provided that the human factor and the possibility of its cooperation with modern solutions will also be considered.
What does “Factory of the Future” mean to you? Do you strive to achieve this status, why can it be important?
Factory of the Future is for us not only the implementation of new technological solutions, which will enable the integration of individual departments in the company – into one large and coherent system, where individual stations and equipment will communicate with each other, providing each other with the necessary data and information about their condition and level of operation. It should also be a factory focused on creating value for the customer, personalising the product even for the smallest customer, but also not forgetting about the environment, human resources and sustainable development. But above all, it must be a factory capable of smoothly changing business models as the market changes.
Aware of this, we collect such data, process it, draw conclusions, all in order to further increase production efficiency, reduce and anticipate production line downtime, reduce production costs, not forgetting about people and the environment.
We also do this to “stay in the game”, not to “sleep” and not stay “behind”.
How would you describe the support you have received from the ADMA consultant? What was most useful?
The knowledge of the ADMA scan and the whole idea of the Factory of the Future was communicated by the consultants clearly and comprehensibly. The most useful thing was that the knowledge transferred was supported by many examples. The project leaders also provided time to ask questions and, as mentioned above, to clarify doubts on an ongoing basis.
Would you recommend that other SMEs participate in ADMA?
I strongly recommend ADMA to companies that want to analyse with one tool many important areas for the company at the same time.