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The (wo)men of Vernet Behringer

The Vernet Behringer company was one of the first SMEs to join the ADMA pilot program in 2019. A large team, involving – besides the management – people from many different departments was put in place to integrate  the ADMA methodology in the factory. Dedicated project teams have been defined for the selected areas of transformation, integrating at any point in time always a maximum number of employees.

Vernet Behringer is a company employing 120 people and specializing in machines for carpenters. The company was born in France back in 1882. In 1990, the company exported 50% of its production and participated in numerous international exhibitions and filed numerous patents. In 1996, Vernet joined forces with the German family company Behringer, world leader in the sawing industry to form the new entity Vernet Behringer.

No service offering without full engagement

Two major challenges and corresponding innovation areas were identified during several workshops with ADMA partner CETIM.

First, with respect to product development, a more collaborative approach that involves own people, suppliers,  external resources was needed. More specifically, the objective was set to identify and implement the needed services associated with the product offering in order to enrich the economic model and to fully integrate this into the Vernet Behringer engineering way of working.

Secondly, in order to make their Factory of the Future a real business project, the company wanted to increase the support to the deployment of pre-identified 4.0 technological bricks, whilst at the same time strengthen the engagement of all employees

A program, called “the (wo)men of VERNET BEHRINGHER” has been set up focusing on the set-up of an agile organization using digitized, customer-oriented tools & methods. Next, employees will be helped developing more autonomy, a clear sense of responsibility and commitment, and last but not least, (innovative) actions will be deployed to retain employees whilst at the same time attract new talent.

A few questions for the company’s General Manager

Which project(s) did you select as a focus for your implementation upon?

Mr. Lionel ROBELIN: “In the end, we worked a lot on T5 – Human Centred Organisation. More specifically on themes like management, communication, the search for added value, learning to manage… We also modified our production strategy: reduction of internal mechanical manufacturing in favour of (external) sourcing.

We are now preparing a further digitization through the evolution of our IT tools (ERP, etc.) in conjunction with the international BEHRINGER GMBH to which we now belong 100%.”

Which of the ADMA services were most useful to you? 

“Definitely the support on the identification of solutions to achieve the transformation plan targeted in four different transformation areas. All of these tracks are still being used as a guide 2 years after the beginning of the support.

Also the balance of focus, both on the operational and economic management of the business was a clear added value service.”

Was the ADMA project assistance sufficiently adapted to your needs?

“In terms of quality and spirit of the approach: yes! The “volume of support” however could still be improved somewhat. The ADMA approach above all has been an important “trigger“, a stimulation for our company and it enabled us to set up complementary actions following the clear, 4-step process.”

What does “Factory of the Future” mean to you?

“For us it is not so much a result or a factory configuration to be achieved, but rather a transformation dynamic to be adopted and implemented (with agility and without too much delay) in relation to an environment that is constantly changing.”

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