ADMA : meet the advanced manufacturing champions.
Date: 2023-02-24
Institutions: Directorate-General for Internal Market, Industry, Entrepreneurship and SMEs, European Innovation Council and SMEs Executive Agency
Subjects: advanced technology industry, business model, competitiveness, consultancy, innovation, modernisation of industry, processing industry, small and medium-sized enterprises, sustainable development, user guide, value chain

1

MEET THE ADVANCED 
MANUFACTURING 
CHAMPIONS

This document was prepared by Agoria (www.agoria.be) 
and OldContinent (www.oldcontinent.eu)

EUROPEAN COMMISSION 

European Innovation Council and SMEs Executive Agency (EISMEA) 
Unit I-02.2 SMP / COSME Pillar 
E-mail: EISMEA-COSME-ENQUIRIES@ec.europa.eu

Directorate General for Internal Market, Industry, Entrepreneurship, and SMEs 
Unit D.2 – Industrial Forum, Alliances, Clusters 
E-mail: Marta.BATALLA-MASANA@ec.europa.eu

European Commission 
B-1049 Brussels

LEGAL NOTICE 

The information and views set out in this report are those of the author(s) and 
do not necessarily reflect the official opinion of EISMEA or of the Commission. 
Neither EISMEA nor the Commission can guarantee the accuracy of the data 
included in this study. Neither EISMEA nor the Commission or any person 
acting on their behalf may be held responsible for the use that may be made 
of the information contained herein. 

More information on the European Union is available on the Internet
http://www.europa.eu

PDF ISBN 978-92-9460-704-1  doi: 10.2826/959498   EA-05-21-167-EN-N

© European Union, 2021

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3

The ADMA Pilot 
Consortium

Core 
team

Technology 
partners

Communication 
experts

Outreach & learning 
network partners

ADMA INSPIRATION BOOK

4

Content

About this Inspiration Book 
   Why? 
   What? 
   Target group 
   Other related documents & staying connected

The creation of  a European ADvanced 
MAnufacturing Support Centre 

The Methodology explained 
   Phase 1 : Vision & Ambition 
   Phase 2 : Registration & Scan 
   Phase 3 : Transformation Plan 
   Phase 4 : Implementation Plan

Key Learnings

Meet the Advanced Manufacturing champions

Cafès Cornellà 
  Cafès Cornellà uses technology to create the perfect cup of coffee
  The value of data
  A few questions for Cafès Cornellà

Couédic Madoré Equipment 
  Couédic Madoré Equipment combines technical skills with  
  craftsmanship and expertise
  New practices
  Remaining challenges
  A few questions for Couédic Madoré Equipment 

Gualini Lamiere 
  Gualini Lamiere is on the right track to becoming a digital factory 
  Strategic priorities
  Time and cost saving
  A few questions for Gualini Lamiere International 

05

06

08
11
12
13
14

15

33

37
38
39
40

42
43

44 
45
46

48
49
50
51 
52

Polargos
  Polargos, where change is rooted in the company’s DNA 
  Boost productivity 
  Increase competitiveness 
  A few questions for Polargos

Thomas Regout International
  At Thomas Regout International, people 
  and technology work together optimally
  Faster and faster
  Sustainability
  A few questions for Thomas Regout International

Base Group 
  Base Group introduces change management system
  Human centred organisation
  Holistic view
  A few questions for Base Group

BM SILO 
  BM SILO goes increasingly digital
  Seeing new things
  Corporate social responsibility 
  A few questions for BM SILO

Curana
  Curana cycles into the future
  Ambitious outlook
  A few questions for Curana

Groupe Saint Hilaire 
  Groupe Saint Hilaire boosts the quality 
  of its mineral products
  Financial health 
  Simulation tools
  A few questions for Groupe Saint Hilaire

54
55
55
56 
57

59
60

61
62
63 

64
65 
66
67
68

70
71
72
73
74 

76
77 
78
79

81
82

83
84
85

ADMA INSPIRATION BOOK

MARSi
  Vision is key at smart manufacturing company MARSi
  3 priorities
  New technologies
  A few questions for Mars

MX3D
  MX3D aiming to enable customers to 
  do their own 3D metal printing
  Strong network & value chain
  Transformation maturity
  A few questions for MX3D 

Rivierasca 
  Rivierasca aiming to be a ‘zero waste’ company
  Industrial use
  New possibilities
  A few questions for Rivierasca

Urola
  Urola supplies smart packaging solutions
  Digital performance
  Future challenge
  A few questions for Urola

Provan
  Provan: one-stop shop for metalwork
  Digitalisation as driving force
  What’s next?
  A few questions for Provan

Sori
  Sori boosting competitiveness and creating jobs
  Human Centred New Deal 
  A few questions for Sori

86
87
88
89
90 

92
93

94 
95
96 

97
98
99
99
100 

102
103
104
104
105 

106
107 
108
108
109 

111
112 
113 
114

 
 
 
 
 
 
 
 
5

About this 
Inspiration Book

Why? 

This very first edition of the ADMA Inspiration Book has been made to 
disseminate and further upscale to a wider audience the successful ADMA 
approach and related SME showcases.

What? 

A book that introduces you to the methodology, the main learnings 
from the pilot project as well as to the performance and feedback of 15 
European manufacturing SMEs

Target group

Whether you are an SME leader or employee, a local/regional/national or 
European policy maker, or an intermediary organisation, this document 
will guide and inspire you with respect to the manufacturing SME’s journey 
towards Factories of the Future.

Other related documents 
& staying connected

If you want to read and learn more, 
following steps can be taken :

Visit the official ADMA website 
(where also all Partner contacts can 
be found)

Visit the ADMA Europe Youtube 
channel

ADMA INSPIRATION BOOK

6

The creation of  a European 
ADvanced MAnufacturing 
Support Centre

The European Commission in 2018 launched a project to 
establish a European Advanced Manufacturing Support Centre 
to help SMEs assess the possibility of adopting both advanced 
manufacturing solutions as well as social innovation strategies 
thereby transforming their organisation towards next-generation 
factories with more competitive, modern and sustainable 
production.

A first pilot action was conducted by the ADMA Consortium and 
involved more than a 100 small and medium sized enterprises 
(SMEs) in 12 European countries. Nearly 70 companies received 

active support. This inspiration book will guide you through 
the Centre’s unique approach and showcases 15 successful 
ADMA-supported SMEs.   

The main objective of the European ADvanced MAnufacturing 
Support Centre (ADMA) is to help European manufacturing 
SMEs assess the possibility of adopting advanced 
manufacturing solutions and social innovation strategies. 
In doing so, they transform into next-generation factories with 
more competitive, modern and sustainable manufacturing 
methods. 

ADMA INSPIRATION BOOK

7

The creation of  a European 
ADvanced MAnufacturing 
Support Centre

The ADMA approach has turned out to be a success. Over 
the past three years, more than 300 SME professionals have 
performed the ADMA Scan, which is now available in 11 
languages. The project team reached out to 110 European 
manufacturing SMEs, employing nearly 10.000 people. 

No less than 69 companies received a fully customised ADMA 
Transformation Plan, highlighting the priority areas for each 
company. Additionally, the Centre organised 20 learning 
network events, connecting more than 200 participants and 

giving them the chance to discuss themes like industrial 
servitisation, smart manufacturing, smart supply chains 
and digitisation. 

The ADMA methodology turns out to be relevant for 
1) all types of manufacturing activities, from limestone 
quarries to coffee makers and 
2) various types of regional innovation ecosystems (the 
methodology has been taken up by organisations located in 
nearly all EU countries).

ADMA INSPIRATION BOOK

8

THE 
METHODOLOGY 
EXPLAINED

9

The Methodology 
explained

The ADMA Initiative, performed on behalf of the Directorate General for 
Internal Market, Industry, Entrepreneurship and SMEs (DG GROW) and 
the European Innovation Council and SMEs Executive Agency (EISMEA) 
strongly builds on a holistic approach.  

Next to addressing technology oriented transformation areas 
T1 Advanced Manufacturing Technologies
T2 Digital Factory
T4 End-To-End Customer Focussed Engineering 
T6 Smart Manufacturing

it also explicitly includes non-technological transformations 
T3 ECO Factory
T5 Human-Centred Organisation
T7 Value Chain Oriented Open Factory

T7 Value Chain Oriented 
Open Factory

T4 End-To-End Customer 
Focussed Engineering

T1 Advanced Manufacturing 
Technologies

T2 Digital Factory

T6 Smart Manufacturing

T3 ECO Factory

T5 Human-Centred 
Organisation

ADMA INSPIRATION BOOK

10

The Methodology 
explained

The ADMA consortium created a generic one-stop-shop approach, 
consisting of 4 distinct phases :

PHASE 1
Vision & Ambition

PHASE 2
Registration & Scan

PHASE 3
Transformation Plan

PHASE 4
Implementation Plan

FACTORY OF 
THE FUTURE 
ASSESSMENT

Description of the ambition 
level with regards to all 
stakeholders: clients (product), 
individual employees, 
shareholders, society, etc...

After registration a scan 
will be performed to 
highlight the company’s 
transformation maturity

Results of the FoF scan 
putting the focus on step 
change opportunities within 
specific transformtion areas

SMART challenges and matching 
objectives for each transformation

List of «identified solutions» to meet 
the challenges and objectives

Analysis of investment, impact and 
risk

Multi-annual plan for implementing 
the «selected solutions» 

Combination of direct implementation, 
R&D and feasibility studies

ADMA INSPIRATION BOOK

11

The Methodology 
explained

PHASE 1
Vision & Ambition

During Phase 1, in order to capture the vision & ambition levels of the 
companies, the ADMA advisor will start spending time on checking the 
innovative capabilities of the company, the presence of an already 
Lean-oriented factory culture, their biggest challenges etc. 

The SME will receive information and assistance on how to measure 
the progress of their company in their transformation process towards 
a factory of the future, as well as on how to define Key Performance 
Indicators to measure the success of the transformation process at 
company level.

ADMA INSPIRATION BOOK

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The Methodology 
explained

PHASE 2
Registration & Scan

Both a short and a long version of the company scan has been made 
available through an online self-assessment web tool, containing a 
registration module. After filling in the short scan (22 questions), an ADMA 
advisor takes contact with the company to check its ambition level with 
respect to the company’s Factory of the Future journey. If the company 
wants to learn more about and actively engage with the holistic character 
and support possibilities of ADMA, the ADMA advisor invites the company 
to fill out the long version scan (51 questions).

An ADMA long version scan of an SME is typically filled out by 4 to 5 
different people of the same company. The ADMA advisor collects all 
answers into a scan analysis file and prepares a feedback session.

Your individual Factory of the Future Maturity Summary
Long Scan

Company

Sector

Size

Metals and Mineral products

Small

Country

Belgium

Average Maturiry level

First Name

Last Name

Job Title

Email Address

Ward

Production Engineering & IT 

2,5

Value Chain Oriented 
Open Factory

Advanced Manufacturing 
Technologies

5

4

3

2

1

0

Digital 
Factory

Smart 
Manufacturing

Eco
Factory

Human Centred 
Organisation

End-to-end Customer 
Focussed Engineering

YOUR 
COMPANY

FACTORY OF THE 
FUTURE BENCHMARK

AVERAGE SCAN 
RESPONSES

ADMA INSPIRATION BOOK

13

The Methodology 
explained

PHASE 3
Transformation Plan

By integrating all answers from the long version scan into one scan analysis 
file, interesting differences between colleagues can be exposed. Sometimes 
their answers align, sometimes they express different points of view. These 
differences need to be tackled before the company develops its plans for the 
future. A feedback session and (sometimes) a guided tour of the workplace 
can be very useful in this respect. During a face-to-face conversation, people 
hear each other’s reasons for giving certain scores and adjust their own point 
of view. In this way, determining the transformation priorities of the SME 
becomes much easier.

This feedback session yields the necessary information for the 
ADMA advisor to prepare an ADMA Transformation Plan. Next 
to summarizing the feedback session discussion, the ADMA 
Transformation Plan will also define and identify the (type of) partner 
organisations and other appropriate organisations that can support 
the SME. This can be relevant competence centres/clusters/field 
labs that provide companies with the opportunity to perform tests 
and trials with advanced technologies and systems, as well as 
organisations that can advise on innovative organizational modes. 

ADMA INSPIRATION BOOK

14

The Methodology 
explained

PHASE 4
Implementation Plan

Step 1 ANALYSIS, 
vision and objectives

On the basis of the ADMA scan analysis described in the transformation 
plan, the company will now start further refining the ‘AS IS’-situation for well-
defined ADMA transformation topics. Next, the ADMA coach will assist the 
SME in developing the implementation challenge description(s) more precisely, 
including the construction of specific, measurable objectives for each of the 
desired or necessary company breakthroughs. 

Some examples of breakthrough objectives :

•  Reduce throughput times in two years’ time from 8 to 2 days. 

• 

Increase customer delivery reliability from 78% to 90% by the end of next year

•  Lower inventory levels by a factor of 4 in 18 months

• 

Increase the number of robot units per employee from 0,2 to 1 the coming 3 years

•  Remove one management layer in 6 months’ time

•  Run the factory at least 20% on renewable energy by 2025

ADMA INSPIRATION BOOK

15

The Methodology 
explained

PHASE 4
Implementation Plan

Step 2 SYNTHESIS 
of potential solutions 
to meet objectives 

The second phase is about closely working together with the team at the 
SME’s premises, thereby applying idea-harvesting techniques in efficiently 
organized brainstorm sessions. The aim of these joint workshops always will 
be to make sure that the search for potential solutions is well-structured and 
as complete as possible.

The ADMA coach will provide SME-support in the search for relevant solution 
options, including a provision of the needed resources, input from tech or 
solution suppliers and if relevant a listing of organizations that can help the 
company develop its objectives. Ideally, for every identified solution also a 
realistic timeline for implementation is being created during this phase…

ADMA INSPIRATION BOOK

16

The Methodology 
explained

PHASE 4
Implementation Plan

Step 3 EVALUATION 
of identified solutions

This 3rd phase is all about applying a scoring mechanism to the list of 
identified solutions. Although this can be either done through a quick 
screening or through a detailed calculation, the mechanism should always be 
tuned to the specific needs of the company. 

A non-limitative list of possible evaluation criteria for the different solutions 
identified can include :

Investment-related

Return/Impact-related 
(= contribution to the objectives stated)

Budget needed to implement 
Time to implement
Specific training needed 
Amount of external support needed

Quality
Cost reduction
Process stability
Operator efficiency
Retention

ADMA INSPIRATION BOOK

17

The Methodology 
explained

PHASE 4
Implementation Plan

Step 4 CONSOLIDATION 
of the ADMA 
implementation plan 

Together with the company, the ADMA coach will write down what exactly 
is going to be executed at what timeframe by the employees, tech suppliers 
and other potential partners involved. Part of this implementation plan should 
always clearly state on the basis of which criteria the follow up to the plan will 
be measured. (When do we adjust, when is a re-evaluation needed, etc?)

It’s always a team effort ! The company’s employees and relevant 
experts have an important role to play, the ADMA coach is there to 
support

Rule of thumb : the ADMA coach will spend a total of 10 to 20 days 
on Phase 1 till Phase 4, the company has to spend at least the same 
amount of days (can be different people of course)

Think of all stakeholders inside the SME; everybody’s point of view and 
expertise (e.g. on consequences of certain choices) should be valued

The full support and understanding of top management is needed

Strengthen the company with (external) experts

ADMA INSPIRATION BOOK

18

KEY
LEARNINGS

#1 ADVANCED MANUFACTURING TECHNOLOGIES SHOULD SUPPORT 
AN SME’S AMBITIONS, NOT THE OTHER WAY AROUND. 

#2 Companies need proper support and guidance to be able to transform their 
manufacturing processes.

#3 A feedback session after an ADMA scan creates the right setting and 
engagement at a company. The subsequent ADMA implementation plan 
makes breakthrough transformations become real. 

#4 The holistic and open character of the ADMA methodology has proven to 
be a key success factor.

#5 Support should always be tailored to the specific needs of an SME. 

#6 Train-the-trainer sessions proved critical in preparing the ADMA advisors 
for their support role. 

KEY LEARNINGS

20

Key 
Learnings

#1 Advanced manufacturing 
technologies should support an 
SME’s ambitions, not the other 
way around. 

At the start of the ADMA pilot project, more than 140 Dutch, Belgian and Slovenian SME 
leaders were asked about their main challenges. Top of the list were:

Attracting and developing talent, especially employees with the rights skills and 
qualifications;

Changing the mindset of the company: not all employees are eager to adopt a more 
automated, digital way of working, and making changes puts pressure on the day-to-day 
running of the business; 

Entering the digital era: providing real time information and creating a clear strategy to 
generate added value from digital data;

Creating new or extra value through sustainability and resource efficiency. 

The pilot project made clear that SMEs need support to understand their own strengths and 
weaknesses, to analyse their challenges and to find fitting solutions. The ADMA advisors 
provide new points of view to address the challenges that small enterprises face. With the 
help of the ADMA methodology, SMEs are able to tackle their various transformation areas, 
taking into account their own processes and business habits. 

In this inspiration book, 15 cases are presented to showcase relevant, practical examples 
and best practices.   

ADMA INSPIRATION BOOK

21

#1 Advanced manufacturing technologies should support an SME’s 
ambitions, not the other way around. 

#2 COMPANIES NEED PROPER SUPPORT AND GUIDANCE TO BE ABLE TO 
TRANSFORM THEIR MANUFACTURING PROCESSES.

#3 A feedback session after an ADMA scan creates the right setting and 
engagement at a company. The subsequent ADMA implementation plan 
makes breakthrough transformations become real. 

#4 The holistic and open character of the ADMA methodology has proven to 
be a key success factor.

#5 Support should always be tailored to the specific needs of an SME. 

#6 Train-the-trainer sessions proved critical in preparing the ADMA advisors 
for their support role. 

KEY LEARNINGS

22

Key 
Learnings

#2 Companies need proper 
support and guidance to 
be able to transform their 
manufacturing processes.

Managing and improving a manufacturing process is inherently complex. Various 
parameters can be changed to increase productivity: from production throughput time and 
delivery performance to production cost, quality and product variety. All these indicators 
interact and often conflict with each other. For example, if a product takes less time to make, 
the quality may be lower. And if a product is of better quality, the price is often higher. 

Better

Worse

Lead time

Delivrery

Cost

Quality

Variety

(Shorter) 
Lead time

(Better) Delivrery

(Lower) Cost

(Better) Quality

(Higher) Variety

ADMA INSPIRATION BOOK

23

Key 
Learnings

#2 Companies need proper 
support and guidance to 
be able to transform their 
manufacturing processes.

Because of this complexity, companies need proper support to be able 
to transform their manufacturing processes. Assistance is most often 
needed when it comes to:

improving people skills through specific trainings;

enhancing people involvement and transparent communication;

increasing planning accuracy and delivery reliability;

monitoring production quality in real time;

integrating manufacturing processes digitally.

ADMA INSPIRATION BOOK

#1 Advanced manufacturing technologies should support an SME’s 
ambitions, not the other way around. 

#2 Companies need proper support and guidance to be able to transform their 
manufacturing processes.

#3 A FEEDBACK SESSION AFTER AN ADMA SCAN CREATES THE RIGHT SETTING 
AND ENGAGEMENT AT A COMPANY. THE SUBSEQUENT ADMA IMPLEMENTATION 
PLAN MAKES BREAKTHROUGH TRANSFORMATIONS BECOME REAL. 

#4 The holistic and open character of the ADMA methodology has proven to 
be a key success factor.

#5 Support should always be tailored to the specific needs of an SME. 

#6 Train-the-trainer sessions proved critical in preparing the ADMA advisors 
for their support role. 

KEY LEARNINGS

25

Key 
Learnings

#3 A feedback session after an 
ADMA scan creates the right setting 
and engagement at a company. The 
subsequent ADMA implementation 
plan makes breakthrough 
transformations become real. 

An ADMA long version scan of 
an SME is typically filled out by 4 
to 5 different people of the same 
company. The ADMA advisor collects 
all answers into a scan analysis file 
and prepares a feedback session. 
This feedback session yields the 
necessary information to prepare 
an ADMA Transformation Plan. 

Create 
transformation 
plan

ADMA Long 
version scan

ADMA scan
feedback
session

Transformation
plan

Analyse results & 
prepare feedback 
session

Scan feedback session

By integrating all answers from the long version scan into one scan 
analysis file, interesting differences between colleagues can be exposed. 
Sometimes their answers align, sometimes they express different points of 
view. These differences need to be tackled before the company develops 
its plans for the future. A feedback session and (sometimes) a guided 
tour of the workplace can be very useful in this respect. During a face-
to-face conversation, people hear each other’s reasons for giving certain 
scores and adjust their own point of view. In this way, determining the 
transformation priorities of the SME becomes much easier.

ADMA INSPIRATION BOOK

26

Key 
Learnings

#3 A feedback session after an 
ADMA scan creates the right setting 
and engagement at a company. The 
subsequent ADMA implementation 
plan makes breakthrough 
transformations become real. 

Implementation plan

Once the scan exercise, followed by the scan feedback session has yielded 
a viable Transformation Plan, it is time to take the ADMA approach one step 
further and to start making things real. How can the SME implement those 
transformations it needs to become a Factory of the Future? This is where the 
ADMA coaches come in. They will tailor their approach to the specific needs of 
the company and suggest 4 implementation plan phases: 

1  Refine the ‘as is’ situation and define specific, measurable objectives for each 
desired transformation.

2  Organize brainstorm sessions and ask the whole team to search for potential 
solutions.

3  Apply a scoring mechanism to the list of identified solutions. This can be a 
quick screening or a detailed calculation, according to the needs of the company. 

4  Write down exactly the what, who and when: what is going to be done, who is 
going to do it (employees, tech suppliers, other partners) and when will certain 
measures be taken. 

ADMA INSPIRATION BOOK

#1 Advanced manufacturing technologies should support an SME’s 
ambitions, not the other way around. 

#2 Companies need proper support and guidance to be able to transform their 
manufacturing processes.

#3 A feedback session after an ADMA scan creates the right setting and engagement 
at a company. The subsequent ADMA implementation plan makes breakthrough 
transformations become real. 

#4 THE HOLISTIC AND OPEN CHARACTER OF THE ADMA METHODOLOGY 
HAS PROVEN TO BE A KEY SUCCESS FACTOR.

#5 Support should always be tailored to the specific needs of an SME. 

#6 Train-the-trainer sessions proved critical in preparing the ADMA advisors 
for their support role. 

KEY LEARNINGS

28

Key 
Learnings

#4 The holistic and open character 
of  the ADMA methodology has 
proven to be a key success factor.

ADMA goes beyond renewing the technology-inspired aspects of a 
manufacturing system. SMEs need to embrace different forms of 
innovation: social, sustainable, business-oriented … This may include a 
drastic change in the organisational culture of a company, for example 
by adopting new learning skills or new management processes. For a 
manufacturing SME, aiming for a human-centred organisation is often a 
real eye-opener. 

Next to being holistic, the ADMA approach is also very open. Establishing 
an open network is crucial for SMEs to operate successfully at a 
European level. It offers them broader access to well-placed experts and 
a chance to rely on a harmonised methodology, covering a range of topics 
beyond the SME’s own, often limited scope. As the ADMA methodology 
has proven relevant to all types of manufacturing SME’s across Europe, it 
was taken up and deployed in various industrial ecosystems. ADMA now 
has the support of 129 supporting organisations, covering almost all 
European countries.

ADMA INSPIRATION BOOK

#1 Advanced manufacturing technologies should support an SME’s 
ambitions, not the other way around. 

#2 Companies need proper support and guidance to be able to transform their 
manufacturing processes.

#3 A feedback session after an ADMA scan creates the right setting and engagement 
at a company. The subsequent ADMA implementation plan makes breakthrough 
transformations become real. 

#4 The holistic and open character of the ADMA methodology has proven to 
be a key success factor.

#5 SUPPORT SHOULD ALWAYS BE TAILORED TO THE SPECIFIC NEEDS OF 
AN SME. 

#6 Train-the-trainer sessions proved critical in preparing the ADMA advisors 
for their support role. 

KEY LEARNINGS

30

Key 
Learnings

#5 Support should always be 
tailored to the specific needs 
of  an SME. 

The needs of various SMEs can be quite different, but some aspects are 
mentioned more often than others. For example, most people communicate 
more easily in their own language. That is why we have translated the English 
ADMA scan in 10 other languages, from Dutch to Italian and Hungarian. 

Other important topics are digital skills and organisational structure.
Our first advice to SMEs who want to make changes is to take enough time to 
analyse their business processes and their context. We especially ask them to 
keep an open mind when it comes to the growth possibilities that modern tools 
and technologies can offer. This is often the first step towards change. 

After an ADMA scan and a feedback session, companies can define their 
own transformation priorities. The ADMA advisors assist them in this. Most 
companies choose ‘Digital factory’, ‘Advanced manufacturing technologies’ 
and ‘Human-centred organisation’ as their top 3 transformation areas. Other 
promising areas are ‘ECO factory’ and ‘Value chain oriented open factory’. Since 
these are less well known, it is up to the ADMA advisors to inspire companies, to 
show them best practices – like sharing platforms and pay-per-use contracts – 
and to explain the potential returns of such transformations. 

ADMA INSPIRATION BOOK

#1 Advanced manufacturing technologies should support an SME’s 
ambitions, not the other way around. 

#2 Companies need proper support and guidance to be able to transform their 
manufacturing processes.

#3 A feedback session after an ADMA scan creates the right setting and engagement 
at a company. The subsequent ADMA implementation plan makes breakthrough 
transformations become real. 

#4 The holistic and open character of the ADMA methodology has proven to 
be a key success factor.

#5 Support should always be tailored to the specific needs of an SME. 

#6 TRAIN-THE-TRAINER SESSIONS PROVED CRITICAL IN PREPARING 
THE ADMA ADVISORS FOR THEIR SUPPORT ROLE. 

KEY LEARNINGS

32

Key 
Learnings

#6 Train-the-trainer sessions 
proved critical in preparing 
the ADMA advisors for their 
support role. 

Since the start of the ADMA project, nearly 250 ADMA advisors 
have attended physical and virtual training events to prepare 
them for their support role. Many of them have completed the full 
two-day training programme. 

The SMEs in the project are pleased to be working with well-trained 
partners: the advisors are claimed to encourage discussions, 
stimulate people to think about their own viewpoints and help reach 
agreements between the participants in a feedback session.   

ADMA INSPIRATION BOOK

33

MEET THE ADVANCED 
MANUFACTURING 
CHAMPIONS

34

Meet the Advanced 
Manufacturing champions

HOW DID WE SELECT 
THE COMPANIES ?

In September 2020, ADMA consortium partners and Supporting Organisations have been 
be invited to contribute to the ‘call for the EU ADMA Champions’. Each partner submitted 
an application for at least two (i.e. the best performing SME of its network with respect to 
the criteria listed below) companies, within at least one type of champions category. 

The following 3 types of champions have been defined: 

1.  ‘ADMA Methodology Frontrunners’, European manufacturing SMEs that did an 
outstanding job applying the ADMA Methodology through the short- (Transformation 
Plan) and longer-duration (Implementation Plan) pilot action

2.  ‘ADMA Transformation Champions’, European manufacturing SMEs that achieved a 
maturity level of 4 on at least one of the 7 ADMA Transformation areas

3.  ‘ADMA Factory of the Future Champions’, European manufacturing SMEs that 
achieved a maturity level of 4 on all of the 7 ADMA Transformation areas

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Meet the Advanced 
Manufacturing champions

HOW DID WE SELECT 
THE COMPANIES ?

In order to be labelled as ‘ADMA EU Champions’, companies had to fill in the 
long scan and provide information requested in a defined template. Such 
provision of information has been made in cooperation with the regional 
innovation intermediary (i.e. the consortium partner or the supporting 
organisation). This innovation intermediary has been held liable for the scan 
results and additional evidence requested and provided. 

The assessment of these organisations (i.e. the filled in templates) then was 
sent to the steering committee of the ADMA-initiative for a final quality-check, 
a selection and in order to ensure that the final selection takes into account a 
good company size mix & geographical (sectoral) balances.

ADMA Methodology Frontrunners :

Company Name

Cafes Cornella

Country

Activity

Spain

Coffeemaker

Sector

Food

Couédic Madoré Equipement

France

Installations for slaughter and cutting process

Food

Size (people)

35

112

Gualini Lamiere SPA

Italy

Metal sheets cutting, blending & welding

Metal components

100

Polargos Sp.Z.o.o.

Poland

Metal fencing products

Construction

220

Thomas Regout International B.V.

Netherlands

Metal telescopic guiding systems

Metal components

200

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Meet the Advanced 
Manufacturing champions

HOW DID WE SELECT 
THE COMPANIES ?

ADMA Transformation Champions :

Company Name

Country

Activity

Sector

Size (people)

Base Group Sp.Z.o.o.

Poland

Equipment & metal structures manufacturing

Construction

224

BM Silo

Curana

Denmark

Silos & transport equipment

Construction

Belgium

ODM bike part manufacturing

Metal components

Groupe Saint Hilaire

France

limeston quarry + transformation

Construction

MARSI Group d.o.o.

Slovenia

Plastic Injection Moulding & metal 3DP

Plastic components

MX3D

Riviersasca

Urola

Netherlands

Robotic additive manufacturing technology

Metal components

Italy

Spain

Producer of fiberglass-reinforced polyester laminates

Construction

Blow moulding

Plastic components

35

26

62

21

18

30

50

ADMA Factory of  the Future Champions :

Company Name

Country

Activity

Sector

Size (people)

Provan

Sori

Belgium

Steel, aluminium and stainless-steel parts

Metal components

France

Manufacturer of tool storage trolleys

Metal components

74

43

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ADMA METHODOLOGY 
FRONTRUNNER

38

CAFÈS CORNELLÀ USES 
TECHNOLOGY TO CREATE 
THE PERFECT CUP OF COFFEE

Coffee roasting factory Cafès Cornellà is a fine example of a 4.0 factory: 
all the machines are connected, they have a planning system with a low 
deviation (3%) and an intelligent roasting system. They constantly raise 
the bar for a satisfied end customer. 

Cafès Cornellà produces roasted coffee, mainly in high quality coffee 
beans, for the professional hospitality market. Since the very beginning, 
in 1920, the family company has trusted in technology. In the fifties, 
they incorporated the second automatic packaging machine in Spain. 
In the eighties, they were pioneers in automation processes, computer 
deployment, and later in the development of enterprise resource planning 
(ERP), tablet control, applications, etc. 

They want to achieve excellence in coffee cups on a constant basis, using 
technology to define the temperature of the water and the pressure. 
The requirements are fulfilled cup by cup. The company can count on 
the Integral Quality System (SIQ), which incorporates a quality system for 
the elaboration of coffee cups.

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THE VALUE OF DATA

The company’s strategy revolves around digitisation, servitization and 
collaboration. All the company’s data is collected and a KPI visualization 
system allows them to control the whole production process. In the year 2017, 
Cafès Cornellà connected the first coffee machine to the Internet of Things, 
allowing them to collect different data. As part of the Decoding Coffee project, 
the M2M – Machine to Machine – was introduced: this allows to control the 
coffee machines and to inform and help the catering customers with relevant 
data for the adjustment of grinding, dosage, water quality, temperature, 
pressure ... At the same time, all that information (breakdowns, customers, 
water consumption, coffee, etc.) helps the company advance in different 
applications.

Lastly, Cafès Cornellà believes it is essential to have technological and 
research partners to promote innovation projects. For more than twenty 
years, they have been working with the University of Girona, and they have 
students to carry out their final degree work in Cafès Cornellà.

“The ADMA Transformation Plan helped 
us locate the available technologies and 
the means to finance their development”

Pere Cornellà,
owner and CEO Cafès Cornellà 
Decoding coffee 
cafescornella.coffee           

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A FEW QUESTIONS FOR 
CAFÈS CORNELLÀ   

How would you describe the support received by ADMA advisors 
and coaches?

CEO Pere Cornellà: “Our experience has been highly positive and very 
adapted to our dimension. In the development of our digitisation strategy, 
having the support of experts in the field has been very useful. They have 
provided us with knowledge, methodology and contrast with other related 
sectors.”

Which of  the services provided by the advisor was most useful?

“I would certainly like to highlight the fieldwork and how it has materialised in 
the Implementation Plan with the diagnosis and map of opportunities for the 
development of our future digitisation strategy along with the discovery of 
available technological resources. I would also like to highlight the guide to 
prioritising project opportunities and initiatives.”

What are the main positive and negative aspects of  ADMA’s exploration?
“On the positive side it is worth noting the work we have carried out during 
the previous years, which indicates our position as a basis for the future 
development of the company’s digitalisation strategy. As for threats, it 
should be noted that development has not always been harmonious and 
sufficiently balanced: the system has gaps in structure and security that 
need to be addressed immediately.”

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A FEW QUESTIONS FOR 
CAFÈS CORNELLÀ   

Was the ADMA Transformation Plan valuable for your business 
objective?

“We give this Transformation Plan great value as an extensive guide to 
the evaluation and launch of successive digitisation projects, as a source 
of knowledge and to locate the available technologies and the means to 
finance their development.”

What are your plans for the future?

“Among other things, we want to achieve self-managed manufacturing and 
quality control systems that anticipate and quickly adapt to incidents, to 
optimise efficiency and maximise quality, both at the factory level and at the 
level of the final product. We are also planning a project based on blockchain 
technology to identify the entire value chain for a category of coffee. And 
we are considering another artificial intelligence project based on machine 
learning, with its own design of a sensor for the predictive maintenance of 
coffee machines.”

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ADMA METHODOLOGY 
FRONTRUNNER

43

COUÉDIC MADORÉ EQUIPMENT 
COMBINES TECHNICAL SKILLS 
WITH CRAFTSMANSHIP AND 
EXPERTISE

Couédic Madoré Equipment is specialised in the design, production and 
installation of durable equipment for agri-food industrial processes. 
Their ambition? To remain the market reference for customers and 
innovate to offer new solutions to customers and help them meet their 
challenges, whether it’s about animal welfare, traceability, food safety or 
industrial performance.

The French Couédic Madoré Equipment is the go to company for highly 
customised products. What started out as a family-run group, is today the 
leader in the slaughter and cutting equipment sector, making it a reliable 
partner over the long-term. The company has developed its expertise 
over thirty years alongside professionals in the meat industry, through a 
pragmatic and collaborative approach.

The key values of this industrial company are based on each part’s 
involvement in a joint undertaking to ensure concrete results. By skilfully 
combining various technical skills with craftsmanship and expertise, 
Couédic Madoré is able to offer global solutions both in France and 
abroad, in design, manufacturing installation and maintenance. Last but 
not least, the cost and productivity analysis associated with this approach 
leads to outstanding value for money for their customers.

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NEW 
PRACTICES

In their journey towards becoming a Factory of the Future, Couédic 
Madoré Equipment set up new practices to decompartmentalise 
services. They also allow each employee to develop his or her talents 
and form a team focused on continuous improvement (T5 – Human 
Centred Organisation).

Furthermore, they improved the customer information collection circuit 
(needs, machine problems...) to facilitate the proposal of service offers 
(T6 – End-to-end Customer Focussed Engineering). The customer 
experience is based on Total Cost of Ownership (TCO). The company 
set up a connected maintenance application to co-build the new value/
service proposition with their customer by ‘design usage’: to design the 
right solutions or services for your customers.

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REMAINING 
CHALLENGES

Technologies, for example by integrating an IOT (Internet of Things) 
or web service skill. But they also have plans to bring together 
production and the design department in an industrial department 
in order to unite the teams and build a factory open to the future 
generations of production technicians.

“The ADMA methodology enabled 
us to take the time to reflect on what 
kind of company we would like to be 
in the future”

Serge Horellou
General Manager  
Couédic Madoré specialist 
in the meat industry 
couedic-madore.fr          

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A FEW QUESTIONS FOR 
COUÉDIC MADORÉ EQUIPMENT

Which aspects of  your production are your biggest challenges in 
your journey towards Factory of  the Future? 

General Manager Serge Horellou: “Putting our employees at the heart of 
our organisation, and making the different teams talk to each other beyond 
the borders of their own departments. The second challenge is the creation 
of an Industry 4.0 way of tracking different materials and components.”

Which projects brought the highest shift in productivity?

“A big shift our company made was to start implementing machine to 
machine communication. We hardly use paper plans anymore. Instead 3D 
models are directly uploaded to the machines. Especially at the shop floor 
the effect was significant. Traceability is now done through software and 
by the machines themselves. Moreover, many mistakes earlier made have 
been eliminated.”

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A FEW QUESTIONS FOR 
COUÉDIC MADORÉ EQUIPMENT

What were the main incentives and barriers to move on from the 
ADMA Transformation Plan into the implementation phase?

“Our management team participated actively in ADMA, but they all have 
a very busy agenda. In other words, the challenge for us is to find new 
resources in order to be able to delegate certain implementation tasks 
of the new projects. There were of course resources available, but new 
resources are still needed.”

Was the ADMA project support tailored to your specific needs?

“The ADMA approach enabled us to take the necessary time to evaluate 
the transformation maturity of our company. Moreover we were able to 
only select those solutions which our company could handle. The support 
of the ADMA advisors and coaches was really needed. It has enabled us to 
create the right hierarchy amongst high priority projects.”

“Projects like ADMA are very motivating for an SME like ours. The 
methodology really enabled us to take the time to reflect, and to see where 
to focus our efforts upon. This has also helped us to reflect on what kind 
of company we would like to be in the future.”

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ADMA METHODOLOGY 
FRONTRUNNER

49

GUALINI LAMIERE 
INTERNATIONAL IS ON THE 
RIGHT TRACK TO BECOMING 
A DIGITAL FACTORY

Where do we stand in our ambition to become a ‘Factory of the 
Future’? Which steps are necessary to make our business future-
proof? And where to look first to optimise production processes? 
For the Italian sheet metal expert Gualini Lamiere International, 
the ADMA scan brought an answer to these questions

Gualini Lamiere specialises in poles and metal structures for the 
wind energy sector. Based in Northern Italy, the company is a leader 
on the national scene for the design, construction and installation of 
wind turbine towers. Its 50.000 m2 production site in Bergamo offers 
advanced technologies for cutting, bending, welding and machining 
sheet metal. The company employs about one hundred people, of 
whom many are highly skilled operators.

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STRATEGIC PRIORITIES

Gualini Lamiere participates in innovation projects, both at the national and 
European level. The ADMA programme is one of those projects. The results 
of the ADMA scan were an important source of inspiration to the company. 
Several strategic priorities emerged from the survey, in which Gualini Lamiere 
plans to invest in the short term. 

The need to become a digital factory (T2) via the digitisation of the production 
process is a first priority. Mostly because in some activities, such as welding, 
the quality of the work still depends greatly on the skills of individual operators. 
So does the efficiency of the production. To correct the influence of this 
human factor, innovative, operator focussed IT systems can be a solution.

Other priorities are the further implementation of advanced manufacturing 
technologies (T1) and of smart manufacturing (T6). As operators are 
often sensitive to technological innovations, it is important to convince 
them of the benefits these technologies may have for their job. And for the 
competitiveness of the company as a whole, since innovation helps to keep up 
with competitors.

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TIME AND COST SAVINGS

A current project at Gualini Lamiere examines the opportunities 
of artificial intelligence and smart cameras to track its sheet 
metal inventory. Today, the average amount of time to manage 
a sheet of metal is three hours. The project aims to arrive at less 
than one hour. Given that every month, thousand components 
are handled, this would represent significant time and cost 
savings.

“The scan gave us a clear view of 
the strengths and weaknesses of 
our company. From now on, we 
can focus on what really matters”

Marco Travella
Innovation Manager
Gualini Lamiere 
International Spa 
gualini.com

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A FEW QUESTIONS 
FOR GUALINI LAMIERE 
INTERNATIONAL

How would you describe the support received by ADMA advisors 
and coaches?

Innovation Manager Marco Travella: “We took part in a face-to-face meeting 
in which we combined the results of our self-assessment with the opinion 
of the ADMA coaches. Together, we discussed ideas and tried to look at our 
company in an objective manner. The coaches helped us get a clear view 
of the position we’re in. Now thrat we’re aware of where we stand in our 
ambition to become a Factory of the Future, we know where to act first to 
create impact.”

What valuable insights did the scan exercise give you?

“We were pleased to learn that Gualini Lamiere does well as a human 
centred organisation (T5). Our score in that domain was pretty good. On 
the other hand, the score for smart manufacturing (T6) was rather low. 
To improve this, we started to participate in a European project. Thanks to 
the scan and the following feedback session, we’ve become aware of our 
strengths and weaknesses as a company. From now on, we can focus on 
what really matters.”

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A FEW QUESTIONS FOR 
GUALINI LAMIERE

Which priority breakthrough areas will you focus on? Which priority 
breakthrough areas will you focus on?

“Before, our company was not prepared to handle regional, national or 
European innovation projects. In my opinion, there is an important mismatch 
between the initiatives that policymakers take to help SMEs and what SMEs 
can actually manage. Most of the SME-owners I know, don’t know how to 
participate in these projects. They often also don’t see the added value. 

Realising this is an eye-opener and a necessary first step to do something 
about it. We hired a professional to help us in this domain. We now 
participate in more than ten innovation projects, both on the national and 
European level.”

How are you going to resume cruising speed to a level that you were 
at before the coronavirus pandemic?

“Mind you that our production facilities are located in Bergamo, a region that 
suffered heavily during the first part of the corona pandemic. Our factory has 
had to stop its activities for over a month. At this time we are working on 
a lot of projects, most of them international. Our company is not yet on the 
same speed as before the crisis, but we’re getting closer.”

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ADMA METHODOLOGY 
FRONTRUNNER

55

POLARGOS, WHERE 
CHANGE IS ROOTED 
IN THE COMPANY’S DNA

BOOST PRODUCTIVITY

For ADMA methodology frontrunner Polargos,  continuous transformation 
is rooted in its DNA. Originally a manufacturer of office chairs and later 
garden accessories, the Polish company now produces fencing systems and 
automatic smart gates. The next step in its development: transforming into a 
‘Factory of the Future’.

Polargos distributes its products to chains of hardware stores in Poland, Germany, 
the Czech Republic and several other countries in Europe. Its fences can also be 
found across European borders, in Russia. Over the years Polargos has built a 
stable and significant market. To maintain this position, or even improve it, the 
company used the ADMA scan as a moment of reflection.

The scan pointed out the importance of applying advanced manufacturing 
technologies (T1) in the production processes. Polargos has already invested in 
these technologies and will continue to do so in the near future. Within the next 
two or three years, the company aims to boost productivity by maximising the 
efficiency of its current robotic systems.

As Polargos faces difficulties finding qualified personnel for certain aspects of 
the production process, e.g. skilled welders, automation can be a solution. On 
the other hand, handheld welding units will be improved to feed data to a central 
system in order to optimise the welding process. Also in line for an upgrade 
within the ADMA Transformation Plan: the company’s laser cutting technologies.

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INCREASE COMPETITIVENESS

The scan also showed that becoming a digital factory (T2) and an eco 
factory (T3) is the way to go for Polargos. This confirms the company’s 
prior intuition that in the past, these aspects did not keep pace with the 
development of its production technologies. As a result, there is a lot of 
unlocked potential for Polargos in both domains.

Potential for cost savings, for instance, by better reporting and control of 
production processes through adapting digital strategies. Or by reducing 
energy consumption. As the cost of the final products partly depends on 
energy usage, investing in renewable energy sources could increase the 
company’s competitiveness.

“Polargos wants to become an eco 
factory. Not only because it is widely 
considered to be the right thing to do. 
We’re convinced it simply pays off”

Krzysztof Siepka
Production Manager
Polargos            
polargos.pl

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A FEW QUESTIONS 
FOR POLARGOS

What does ‘Factory of  the Future’ mean to you?

Production Manager Krzysztof Siepka: “A Factory of the Future is based on advanced 
technologies, automated processes and an intensive use of knowledge and data. It 
continuously adapts to its business environment and changing customer preferences. 
This requires not only a great deal of flexibility, but also a shift in organisational mindset. 
A Factory of the Future manages to keep up with developments in its sector, drawing on 
new technologies and innovations. This way, it creates customer value, no matter how 
volatile the customer’s wishes.” 

Will an ADMA Transformation Plan be valuable for Polargos’ objective to 
become a Factory of  the Future?

“Our company’s ADMA scan took place just before the outbreak of the coronavirus 
pandemic. So unfortunately, our goals have changed significantly over the recent year. 
Our main goal is now to adapt our operations to the dynamically changing situation 
in Poland and on the foreign markets where we distribute our products. However, we 
expect that in the coming months, the company’s goals will be revised. The results of 
the scan will come in handy at that point.”

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A FEW QUESTIONS 
FOR POLARGOS

Why does Polargos want to transform into a Factory of  the Future?

“We have had this ambition for a long time, and the scan confirmed that this 
is the way forward for our company. When the pandemic has cooled down, 
we will take further steps to embrace advanced manufacturing technologies 
and make a digital and ecological shift in our processes. By the way, 
Polargos wants to be ‘eco’ not only because it is widely considered to be the 
right thing to do. We are convinced it simply pays off. The competitiveness 
of our company is strongly linked to ecological standards, for instance 
through the cost of energy.”

Would you recommend the ADMA scan to other SMEs?

“We would recommend ADMA to companies that want to get to know each 
other and want to grow as a business. The scan offers a welcome moment 
of reflection. After all, at the current pace of work it can be difficult to find 
time for a calm analysis. The ADMA scan runs very smoothly. There are no 
questions on detailed data, which shortens the time to complete the survey. 
In our experience, the more people within the company participate in the 
scan, the more complete the picture becomes.”

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ADMA METHODOLOGY 
FRONTRUNNER

60

AT THOMAS REGOUT 
INTERNATIONAL, PEOPLE AND 
TECHNOLOGY WORK TOGETHER 
OPTIMALLY

People are the most important key asset at Thomas Regout 
International. The Dutch company focuses on the development of 
competences and talents and encourages its 200 employees to take 
responsibility. It stimulates the innovative capacity of its employees 
in order to make the best use of new production technologies. 

As part of the Regout Group, Thomas Regout International (TRI) develops 
and manufacturers telescopic slides. They make millions of them a year 
for markets from the Netherlands to China and Brazil. 

Their business model is based on four aspects: customer specific 
products that they supply fast, when needed in small quantities and with 
a high quality. In order to produce more flexibly on less floor space, they 
are always developing and implementing new innovations. 

At the same time, TRI invests in people development and involves its 
employees in the business (T5 - Human Centred Organisation). Recently, a 
team of around ten young potentials started supporting the organisation 
with fresh ideas. The goal is to take the organisation’s innovative capacity 
to the next level. 

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FASTER AND FASTER

SUSTAINABILITY

One key focus area is smart manufacturing (T6). Several project teams are 
digitising the manufacturing process – from engineering to assembly. TRI’s 
objective is: a one week delivery time for batch sizes of at least 100 pieces 
where the product is configured online by the customer. 

By using a product configurator, the engineering process has already been 
shortened from three weeks to about four hours. Since the end of 2020, a 
new software application for shop floor planning in a dynamic manufacturing 
process is in use. This software makes it possible to take the next step in the 
development of a new manufacturing execution system.

Partly because of shareholders pushing TRI toward sustainability, the 
company started connecting the SDGs (Sustainable Development Goals) to 
the seven ADMA transformation topics. Together they constitute the basis 
for their strategy and related future investments.

“Industry 4.0 is letting people work 
to their maximum capacity in order to 
add maximum value, with technology 
supporting them”

Ruud Keulen, CEO
Thomas Regout International B.V. | 
Telescopic slides 
thomasregout-telescopicslides.com

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A FEW QUESTIONS 
FOR THOMAS REGOUT 
INTERNATIONAL

How would you describe the support received by ADMA advisors 
and coaches?

CEO Ruud Keulen: “Our ambition level is based on the four elements of our 
business model: customer specific products that we can deliver fast, when 
needed in small quantities and with a high quality. Nowadays it takes us four 
to six months to transform a customer request into a product. We want to 
reduce that time to 24 hours. In order to achieve that goal, we are robotising 
the development process: software applications will be in charge of the 
design, validation, verification etc. Steps that are now taken by an engineer. 
We want 80% of our customer specific orders to go through that robotised 
process.”

What does ‘Factory of  the Future’ mean to you? 

“It’s a combination of innovation, cooperation and craftsmanship. Our vision 
on Industry 4.0 is to let people work to their maximum capacity in order to 
add maximum value, with technology supporting them.” 

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A FEW QUESTIONS 
FOR THOMAS REGOUT 
INTERNATIONAL

Which aspects of  your production are the biggest challenges in your 
journey toward Factory of  the Future?

“Transformation 2 – Digital Factory – is the biggest challenge for us. The 
reason why is based on the fact that this is an old company, dating back 
to 1834, and we have a lot of people who have worked here for twenty, 
thirty, even forty years. They have all this knowledge and the challenge 
is getting that knowledge out of their heads and into digital databases. 
Another challenge has to do with our organisation’s culture. Almost all of 
our employees see tools and equipment as the biggest assets, but data is 
taking over that role.”

Was the ADMA project support tailored to your specific needs?

“Yes, because we had been struggling with structuring our organisational 
model for some years. When we came in contact with ADMA and the seven 
transformation topics of the Factory of the Future model, it was like a 
puzzle coming together. The ADMA Transformation Plan has served as an 
important framework for our further innovation and breakthrough efforts. 
Throughout the project, the support of the ADMA advisors and coaches 
was really valuable.”

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ADMA TRANSFORMATION 
CHAMPION

65

BASE GROUP INTRODUCES 
CHANGE MANAGEMENT 
SYSTEM

Base Group is a Polish equipment and metal structures manufacturer 
that wanted to transform itself by cutting its manufacturing lead times 
in order to become more competitive in the marketplace. It therefore 
set up a change management system involving teams of employees 
and top management. Due to its success, it has been named an ADMA 
Transformation Champion for T5 (Human Centred Organisation). 
The ADMA approach helped guide Base Group in terms of how to 
assess its current performance against the requirements of a digitally 
matured business.

Base Group is a Polish company with over 200 employees that produces 
machinery and high quality welded constructions. In 2018, the Base Group 
implemented a Quick Response Manufacturing (QRM) philosophy. Back 
then, the company decided to compete with lead times in the market. 
While preparing the change, top management decided to identify change 
leaders and empower them to lead their respective business areas. All 
leaders were actively involved in reshaping company’s business structure 
and processes.

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HUMAN CENTRED 
ORGANISATION

The company was named a Transformation Champion for T5 (Human 
Centred Organisation). In team discussions, all the teams in the company 
defined how they contribute to the realisation of the future vision and 
strategy set out by top management. It was key for individual employees 
to understand the interaction between different projects, departments, 
teams etc. Every month leaders monitored performance according to 
KPIs (Key Performance Indicators), of which the most important was MCT 
(Manufacturing Critical-path Time), which fell by 20% in the first six months 
of the QRM project. From 2017 to 2020, sales grew by 90% and net profit 
margins doubled.

Key elements in the success of the transformation included identifying 
employees’ potential fears in relation to the changes and preparing 
communication to employees about why change was being implemented 
and its benefits.

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HOLISTIC VIEW

The ADMA approach was effective in guiding Base Group in terms of how 
to assess its current performance against the requirements of a digitally 
matured business. It gave the company a holistic view of what is required 
to succeed in the digitalised world and identified gaps that needed to be 
addressed to help Base Group become world leaders within the field of 
the production of machines.

“We need better qualified people for 
every job position. The education system 
must be ahead of technological change 
and not behind it”

Jakub Kaszuba
Owner and CEO 
Base Group 
basemetal.eu          

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A FEW QUESTIONS 
FOR BASE GROUP

What does ‘Factory of  the Future’ mean to you? 

CEO Jakub Kaszuba:  “A ‘Factory of the Future’ for me means digitalising the 
information flow and automated production processes using artificial intelligence. 
Factory of the Future is our vision. By implementing state-of-the-art production 
technology and organisation we will be able to compete with lowest possible MCT 
(Manufacturing Critical path Time) in our industry.”

“Why implementing this change? Of course you need to stay close to people. You 
need to make sure they understand why we are doing this, what are the benefits, 
for the business, for themselves, and how - and this is the next step - they should 
implement the change and how they can succeed in that. This was very important. 
‘People empowerment’ as our approach in the business. We also set the budget 
for mistakes, and that’s of course between parentheses. To make sure that people 
are not afraid to make the change and not afraid to make mistakes. What is 
extremely important for us is to make sure that, once there is a mistake, we openly 
discuss this and look for root causes.”

“Lastly: open communication is key. In our business anybody can challenge the 
CEO’s views. The CEO of Base Group is not afraid to discuss this and we want all 
the leaders to be ready for such discussions with anybody.”

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A FEW QUESTIONS 
FOR BASE GROUP

What valuable insights did the scan exercise give you about your 
company and its processes?

“It gave us a holistic view of what is required to succeed in the digitalised 
world. It identified gaps which, if we address them, will allow us to become 
world leaders within the field of the production of machines.”

Please specify three breakthroughs you expect to realise (or already 
have realised) in key performance areas of  your production.

“First of all: higher levels of people engagement and higher levels of job 
satisfaction. We want our people to be happy with the work that they 
perform. Secondly: achieving strategic targets - in our case: cutting lead 
times. And thirdly: higher sales, more business going forward.”

Any final message for local/regional/national/European policy makers?

“We need better qualified people for every job position now and in the future. 
The education system must be ahead of technological change and not 
behind it.” 

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ADMA TRANSFORMATION 
CHAMPION

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BM SILO GOES 
INCREASINGLY DIGITAL

BM SILO, a Danish producer of tailor-made modular silos, received 
the 2021 ADMA Transformation Champion Award for its outstanding 
work in T7 (Value Chain oriented Open Factory). The ADMA 
Transformation Plan helped BM SILO develop a new way of looking 
at future opportunities within the company as it seeks to make its 
whole production process digital and continue with its corporate social 
responsibility efforts.

BM SILO produces tailor-made modular silos for industrial, agricultural and 
horticultural purposes, which it has been exporting since 1972. The silos’ 
‘kit form’ packaging means that they are ideally suited for export, with 
around 80% of turnover coming from exports. 

Key elements in its success are the use of robots and just-in-time 
production, which allows the company to be very flexible in terms of 
delivery times and product mixes. It began producing silos according to 
the ‘Lean principle’ and now all of its silos are produced by robots.

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SEEING NEW THINGS

In terms of T7 (Value Chain oriented Open Factory), BM SILO is very 
much focussed on partnership-driven innovation and on involving 
external expertise. The company has already taken part in numerous 
R&D projects and is a member of the Danish Business Promotion 
Board. 

In terms of its drive towards increasing digitalisation, back in 2014, BM 
SILO decided to train sales staff on how to conduct digital meetings 
with customers around the world via Skype. This has helped the 
company deal with the coronavirus crisis and has led to extra turnover 
growth. 

The ADMA Transformation Plan has enabled the company to see new 
things that it had not seen before, which has led to BM SILO developing 
a new way of looking at future opportunities within the company. 

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CORPORATE SOCIAL 
RESPONSIBILITY

BM SILO pays close attention to looking after its small team of 35 employees 
and has won a couple of corporate social responsibility (CSR) awards. 
An example of its attention to CSR is that the company has taken on 
unemployed and unskilled employees.

Looking ahead, an important area for BM SILO is to move from a plan to 
implementation and here it is on the lookout for the right partners (e.g. 
suppliers of machines, IT) to work with. Its long term aim is to make its 
whole process digital, from the customer bringing in the order to the point 
where the silo is placed on the truck for export.

“SMEs all over Europe have a great 
potential to grow, but we need more 
support like this ADMA project, in 
order to innovate our workplaces” 

Dorte Martinsen, CEO 
BM Silo  
bmsilo.com        

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A FEW QUESTIONS 
FOR BM SILO

Was the ADMA Transformation Plan valuable for your 
company’s objective? 

CEO Dorte Martinsen: “Very valuable. The tools that are given by ADMA have 
a very detailed orientation, and that has meant that we have been able to see 
things that we haven’t seen before, and working with them in another level.”

What does ‘Factory of  the Future’ mean to you? 

“Factory of the Future is a great goal to have but it’s not the goal that we go for 
here every day. For many years workplace innovation, led by the people out here, 
is the key word for everything we do. We’re very pleased that other (companies) 
see the way we do things as a good way of transforming a factory and we are 
glad that we are in the position of going for it, but it’s not the thing that we are 
aiming for.”

Which projects brought the highest shift in employee engagement?
“The project that brought us the highest shift in employee engagement was 
without doubt placing a robot on the working floor, and just leaving it there 
and letting the people be inspired to take on education and learning on how to 
produce with robots, both cobots and ordinary robots.”

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A FEW QUESTIONS 
FOR BM SILO

How are you going to re-take cruising speed to a level before 
corona crisis?

“We actually trained our sales staff in making digital meetings with our 
customers around the world by Skype, back in 2014. The world wasn’t ready 
for that in 2014, but over the corona crisis it made us very clear that that was 
the way we were going to meet our customer. And because of that, and the 
training over the years in the way of meeting customers, we have made the 
highest turnover ever in the old factory’s lifetime. So the corona crisis made us 
go full speed, and we are heading the same way still.”

Any final message for local/regional/national/European policy 
makers?

“SMEs all over Europe have a great potential to grow, but we need more support 
like this ADMA project, in order to move on and innovate our workplaces.”

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ADMA TRANSFORMATION 
CHAMPION

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CURANA CYCLES 
INTO THE FUTURE

Curana, a Belgian supplier of bicycle accessories, received the 2021 ADMA 
Transformation Champion Award for their outstanding work within T4 – End-to-
end Customer focussed Engineering. By solving everyday problems and mixing 
the solutions with trendy designs, they create innovative products for bicycle 
brands all over the world. The company has recently re-established itself as a 
manufacturing business, after ten years of working solely with subcontractors

Curana is always on the lookout for new opportunities in the cycling world. 
The company develops and manufactures products that stand out and are 
tailored to different lifestyles. Its unique selling point is customisation, in all its 
aspects. Some products are for instance ranged under five ‘cosmetic identities’: 
well-defined categories that reflect a certain lifestyle, with specific colours and 
graphics that appeal to different kinds of people. Day after day, Curana aims to 
create a one-of-a-kind look and feel. 

The technical composition of Curana’s products is just as unique as their design. 
Some metal mudguards combine the stiffness of metal with the integrated look 
of injection moulded plastic. Others are among the lightest fenders ever, due to 
the use of a unique high-tech sandwich composite material. 
Most products have, next to a specific choice of material and a nice looking 
design, integrated and solution driven features that have a large added value 
for the bike manufacturers. Curana has developed a strict IP strategy to keep 
ahead of their competitors, who mostly try to follow instead of creating their own 
novelties. 

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AMBITIOUS OUTLOOK 

To re-establish itself as a manufacturing business, after ten years of 
focussing on product development, Curana moved to a new and larger 
location in 2011. The company subsequently spent a few chaotic years 
trying out different methods and manufacturing strategies. Today, the 
business is running smoothly and achieving outstanding results, with 
2021 as its best year ever.

For the next few years, Curana’s main ambitions are to keep delivering 
on time – quite a challenge, since the demand for bicycles is at an all-
time high – and to further strengthen the innovation processes and the 
relationships with customers. Although the company started as a Belgian 
supplier, 98 percent of its products are currently exported to European 
and Asian bicycle manufacturers.

“The hands-on approach of the 
ADMA coaches and advisors was 
a major benefit”

Dirk Vens, 
owner and CEO
Curana
curana.com

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A FEW QUESTIONS 
FOR CURANA

Curana is known for its innovative, customer-focused cycling products. 
How did you become a trendsetter?

Dirk Vens: “We started in 1946 as a regular supplier of bicycle accessories. After two 
generations, we felt the need to become more creative. Instead of offering what the 
market asked for, we started proactively solving problems and offering our solutions 
to potential clients. We tried new techniques, used other materials … After a while, our 
customers learned to expect more than just average products from us, and we became 
a trendsetter in our industry.

Our new image at first presented us with new challenges. Being creative without taking 
manufacturing constraints into account can be quite destructive. We decided to invest 
in state-of-the-art industrial machines that are still versatile enough to produce small 
series of a product: the so-called mass customisation. Our employees are people with 
an enquiring mind, who embrace new technologies and enjoy working in a company 
that reinvents itself on a regular basis. As a result, we manage to stay at the forefront 
of our industry and create unique, innovative products together.” 

What valuable insights did you gain from the Factory of  the Future Scan?

 “Our transformation from a local supplier to a worldwide trendsetter started several 
years ago, so there were no major surprises. The most valuable result of the scan is 
that our employees have become more involved in our strategy and have learned 
more about our aims, so they can play a more important role on the road to perfection.”

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A FEW QUESTIONS 
FOR CURANA

Which priority breakthrough areas did you select from your Transformation 
Plan, and what do you expect from them?

“To increase our productivity, we will focus on three specific areas: T2 - Digital Factory, 
T5 - Human-centred Organisation and T6 - Smart Manufacturing. Agoria is coaching 
us in becoming a more human-centred company, while Sirris helps us to develop an 
optimal manufacturing environment.”

“Since we focus on customisation, rather than on large amounts of identical products, 
our manufacturing processes need to be as efficient as possible. A first-time-right 
strategy is crucial to our success: we cannot afford to waste our tools or capacity. 
Digital solutions like planning aids are certainly useful, but our main aim is to increase 
employee ownership on all levels of our organisation. We want people to feel involved 
and to shoulder real responsibilities, according to their skills and interests.”

Were you satisfied with the support you received from the ADMA 
advisors and coaches?
“The hands-on approach of both advisors and coaches was a pleasant surprise. 
After all, the theory of advanced manufacturing is easy enough, but implementing it 
is much more difficult. The people from ADMA offered us the expertise and hands-
on support we needed to take important steps forward.”

“They analysed our specific situation and tailored their advice to our needs, instead 
of offering the typical copy-paste instructions we have often received from external 
advisors. Since we aim for customer-focused entrepreneurship, we need customer-
focused advice, and that is exactly what we got.”

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ADMA TRANSFORMATION 
CHAMPION

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GROUPE SAINT HILAIRE 
BOOSTS THE QUALITY OF 
ITS MINERAL PRODUCTS

Groupe Saint Hilaire, a French producer of mineral fillers, limestone 
and lime, not only provides calcium carbonate products but also 
technical advice and facilities to customers to develop their 
products. T2 (Digital Factory) enabled the company to develop and 
implement simulation tools (for calculating the best settings to 
optimise gas consumption and lime quality), which have led to a 
20% increase in daily production. 

Groupe Saint Hilaire is a family-owned business (with 30 employees) 
run by Pierre Marquet, the grandson of the founder of the company. 
The company’s unique selling point is that it offers a complete chain 
of integrated and controlled services in the calcium carbonate 
production sector. Calcium carbonates range from aggregates to fine 
limestone. Their products are used for many purposes, including for 
the environment, industry, agriculture, animal feed or building and 
public works.

The company’s technical team accompanies customers by listening 
to their technical needs and requirements and helping customers 
implement the products and optimise its processes. Groupe Saint 
Hilaire also offers its internal control laboratory so that customers can 
carry out their product analyses and tests.

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FINANCIAL HEALTH

Groupe Saint Hilaire’s customised approach is a key part of its 
strategy. Based on a reactive and flexible organisation, the 
company ensures that it can provide customers with rapid 
support and delivery of suitable offers in response to requests.

The company has recorded a strong financial performance 
in recent times, with sales up 14% compared to 2015 and 
Earnings Before Interest, Taxes, Depreciation, and Amortization 
(EBITDA) up 10% over the same period. 

The robust financial health is a good springboard for future 
growth.

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SIMULATION TOOLS

The basis of Groupe Saint Hilaire’s transformation project was how to keep 
growing in the next ten years. The ADMA project enabled the company to 
construct a journey towards becoming a Factory of the Future. Workshop 
sessions were held with CETIM (the French technical centre for the mechanical 
industry) and pilot projects were set up on five pre-defined themes. 

A key part of its transformation came under T2 (Digital Factory). Via T2, the 
company was able to develop and implement simulation tools, which are used 
to calculate the best settings to optimise gas consumption and lime quality. 
The implementation of these simulation tools has led to a 20% increase in daily 
production.

The company’s long-term strategy is to maximise the potential of quarry 
resources (mineral fillers, limestone and lime) to develop added value products 
for the environment, industry, agriculture, animal feed or building and public 
works. 

“The ADMA scan helped us realise 
that we needed to improve our 
internal and external communication”

Regis Pilloix, CEO 
Groupe Saint Hilaire 
saint-hilaire-industries.fr           

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 FEW QUESTIONS FOR 
GROUPE SAINT HILAIRE 

Which priority breakthrough areas did you select from the Transformation Plan?

CEO Regis Pilloix: “We have made a digital transformation through the company 
to manage the customer and the plant. At the moment, our strategy is to focus on 
reducing our environmental impact.”

What valuable insights did the scan exercise give you about your company 
and its processes?
“We realised that we needed to improve our internal and external communication, but 
also that we needed to launch and improve the digitalisation of our value chain. And 
the scan allowed us to see the impact on and need for involvement and support from 
our teams on the issues addressed.”

What breakthroughs do you expect to realise (or have you already 
realised) in key performance areas of  your production?
“We have already started three projects, i.e. we have thought about defining the 
company’s vision for 2030. After that, we created a roadmap to achieve this vision 
with an action plan and we also set up a digital quality system with a Click & Drive 
tool that allows interactive access to all quality management information.”

Any final message for local/regional/national/European policy makers?

“I would like to emphasise the major public interest of our activity, which is the 
manufacture of a great many products necessary for the fundamentals of human life. 
Support is needed to improve the image of our activities so that everyone understands 
that our industry is necessary for everyone.”

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ADMA TRANSFORMATION 
CHAMPION

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VISION IS KEY AT SMART 
MANUFACTURING 
COMPANY MARSI

MARSi, a high volume plastic injection moulding company and 
tool maker which also provides 3D metal printing services and 
manufactures moulding tools, has been further specialising in offering 
expertise, technical support and professional advice. The company is 
on a journey to transform itself into a digital factory and has used the 
ADMA Transformation Plan for that purpose.

MARSi, which was the first provider of 3D metal printing services in 
Slovenia, is an SME employing around twenty highly skilled people to 
manufacture injection moulding tools with conformal cooling channels. 
Most of the injection moulding machines are supported with robot 
manipulators for product manipulation or with automatic packaging 
systems units for plastic products. 

In addition to the manufacturing, it offers expertise, technical support and 
professional advice. At the end of 2016, the company added a 3D metal 
printer to its facility. In 2017, it added a 3D metal print programme to its 
services, which made it the only provider of this kind of service in Slovenia 
and the western part of what used to be Yugoslavia.

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3 PRIORITIES

The company began its ADMA Factory of the Future journey in 
2019. It chose to priorities the following transformation areas: T1 
(Advanced Manufacturing Technologies), T2 (Digital Factory) and 
T3 (Smart Manufacturing). 

Under T2, it chose to focus first on digitally connecting older 
equipment as well as those machines that already allow connection 
to the manufacturing execution system (MES) via a connection 
module, which would allow people easy access to the most important 
information and allow information to be transferred to and from the 
machine. Its next focus will be to mark all plastic injection moulding 
tools with bar codes and register them in a central system for better 
tool tracking.

The ADMA process has allowed MARSi to gain an overall picture of 
the company, to compare itself with other companies in the plastic 
industry and to develop its thinking on specific topics regarding 
modern technologies and improvements in the company’s processes.

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NEW TECHNOLOGIES

In recent times, the company has introduced two new manufacturing 
technologies: smart mechatronic tools with sensor technology 
and EConformal™, a unique Slovenian ecologically aware service 
brand, developed to meet the highest demands of customers while 
developing and producing optimal high quality tool inserts with 
revolutionary three-dimensional conformal cooling systems. These 
have geometric freedom allowing MARSi to optimise heat dissipation. 

“The most important measures towards 
becoming a Factory of the Future are 
creating a vision, continuous improvement 
of the business development direction 
and long-term cooperation with 
employees and business partners”

Mario Šinko
founder and CEO 
MARSi group
marsi.at

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A FEW QUESTIONS 
FOR MARSI

Which have been the key actions leading to the breakthrough in 
T6 (Smart Manufacturing)?

CEO Mario Šinko: “First you have to believe in yourself, make decisions, have 
goals and then persevere and work hard. I love doing what I do, and if you 
enjoy your work, success is largely guaranteed.”

“We have achieved development in the field of smart manufacturing through 
gradually and thoughtfully modernising processes and investing in new 
equipment. The first step should be to develop a strategy for your smart 
manufacturing vision. The most important measures are creating a vision, 
continuous improvement of business development direction and long-term 
cooperation with employees and business partners: that is the key and the 
result of our success.”

What valuable insights did the scan exercise give you about your 
company and its processes?
“The most important result from the scan is that we see the overall picture 
of our company, also regarding individual transformation areas. The scan 
has shown us which areas in the company – both technological and non-
technological – need to be strengthened further, because it often happens 
that less attention is paid to certain areas and processes in the company.”

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A FEW QUESTIONS 
FOR MARSI   

How would you describe the support received by the ADMA 
advisors and coaches?

“The ADMA consultants presented very well the whole ADMA concept and 
scanning process. We were guided step by step through the entire scanning 
process and the individual transformation areas were discussed in detail. 
We also discussed specific topics with the consultants regarding modern 
technologies and improvements in the company’s processes.”

What does ‘Factory of  the Future’ mean to you? 

“Factory of the Future means for us the introduction of new knowledge 
and competences, the development and improvement of processes, 
technologies, and the implementation of new machines in the production 
environment. In this way, we provide real-time control of the material flow 
in production and quality control of the product in the production process, 
which consequently brings much greater flexibility of production. The factory 
of the future is a continuous development process of the company, that 
includes advanced technologies, processes, employees and customers.”

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ADMA TRANSFORMATION 
CHAMPION

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MX3D AIMING TO ENABLE 
CUSTOMERS TO DO THEIR 
OWN 3D METAL PRINTING

MX3D is a Dutch large scale 3D metal printing company looking to 
transform itself into an organisation that both does the 3D printing 
and enables customers to do the 3D printing in-house. It has won 
a 2021 ADMA Transformation Champion Award for its outstanding 
work in T7 (Value Chain oriented Open Factory) and in T1 (Advanced 
Manufacturing Technologies). The ADMA approach has given the 
company guidance and advice on how to increase its transformation 
maturity level. 

Using its technology to do industrial grade 3D metal printing, MX3D 
strives to make large scale 3D printing more flexible, faster and more 
affordable. Its achievements since 2014 include bringing large-scale 
robotic wire arc additive manufacturing (WAAM) and its market to 
life, 3D printing >20,000 kg metal objects and over 40 man years of 
experience. 

These successes relate to T1 (Advanced Manufacturing Technologies). 
MX3D is developing and delivering modules using the digital 
connection of several technologies and 3D metal printing. It drives 
robot customisation and facilitates real time control and high-resolution 
data logging for customers. 

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STRONG NETWORK 
& VALUE CHAIN

TRANSFORMATION 
MATURITY

In terms of T7 (Value Chain oriented Open Factory), its current value chain is based on a 
network of hardware and robot suppliers, material suppliers, universities and inspection/
testing parties. The company does research in numerous innovation networks (such as 
INTEGRADDE) and its employees have a high level of knowledge in technical, software 
and R&D fields. It has 10 production/3D printing/robot cells in Amsterdam.

Through the ADMA approach, the company has gained insights into the transformation 
maturity of its factory and its manufacturing technology as well as guidance and advice 
on how to increase its maturity level. MX3D is now looking to transform itself into a 
technology enabler for several industries and clients (e.g. in the maritime, oil + gas, and 
construction sectors).
The company launched the first dedicated robotic WAAM software (MetalXL) enabling 
companies, engineers and designers to print end-to-end large-scale 3D metal objects in-
house. This is all part of its transformation towards becoming a platform provider instead 
of delivering 3D production cells.  MX3D’s vision is for its business model to move from an 
80%-20% ratio for 3D printing vs technology delivery to a 20%-80% ratio in five years’ time. 
MX3D’s new, fully-equipped and configurable robotic WAAM system (M1 Metal AM 
System) will accelerate our progress in achieving that.

“ ‘Factory’ comes from the Latin word facio, which 
means ‘I do’ or ‘I make’, and for us that’s really key: 
to start creating it, make it, and basically just do it”

René Backx, CCO MX3D Introducing 
the advantages of 3D metal printing 
to new high-impact industries
mx3d.com

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A FEW QUESTIONS 
FOR MX3D

What actions do you implement to enable the company to make 
good progress?

CCO René Backx: “One way is that we initiate joint development with 
universities, companies delivering hardware and robots, material 
suppliers and inspection organisations. Take the MX3D  Robot Arm 
project for example. It was optimized by the engineers of software 
company Altair and 3D printed by us. After a pause in the project due 
to the corona crisis, the robot arm is now successfully installed.”

“The goal of the joint project was to enable the manufacturing of 
customized replacement parts. This allows for a rapid and automated 
production of large-scale parts that normally requires extensive 
tooling and overseas production, causing long lead times and limited 
customization options. The 50% weight reduction of the robot arm 
showcases the power of optimization, while the combination of near-
net-shape metal printing and conventional machining highlights the 
fast lead time and flexibility Wire Arc Additive Manufacturing can offer 
within the heavy industry.”

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A FEW QUESTIONS 
FOR MX3D

What breakthroughs in key performance areas do you still want to realise?

“We want to become more system independent. That can be on the type of the 
industrial robot, the type of power source, the manufacturing environment. We 
really want to make sure that our advanced manufacturing technology stays as 
flexible and independent as possible in order to be more relevant for that client and 
to be more impactful through the ability to connect to several different hardware 
clients. Agility is also key to us: as MX3D has already realised more than 20,000 
kg of printed metals, the next goal would be to reach that same amount but then 
printed by our clients. To achieve that, we need to continue development and 
connect more customers, so more manufacturers start printing.”
“‘Factory’ comes from the Latin word facio, which means ‘I do’ or ‘I make’, and for 
us that’s really key. Key is to start creating it, make it, and basically just do it. Create 
it for yourself, to enable the technology; create it for your customers, to become 
more relevant and thereby creating a brighter future.”

How would you describe the support received by the ADMA advisors and coaches?

“I particularly liked their assessment on the transformation maturity of our factory and the 
manufacturing technology that we have. It was interesting to see the different dimensions 
of maturity, to get acknowledgement for what we have already done and to be guided and 
get advice on how to increase that maturity level. It’s also interesting to be benchmarked 
against other Advanced Manufacturing companies, basically be inspired by them and then 
take that knowledge and transfer it to our technology. ADMA is a nice platform and tool to 
help us achieve higher maturity levels.”

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ADMA TRANSFORMATION 
CHAMPION

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RIVIERASCA AIMING TO BE 
A ‘ZERO WASTE’ COMPANY

Rivierasca is an Italian producer of fibre glass reinforced polyester 
laminates that is aiming to transform itself into a ‘zero waste’ company 
by 2031. The company is already contributing to the circular economy 
by recycling its waste into products. That is why it has been named 
an ADMA Transformation Champion for T3 (ECO Factory). The ADMA 
approach helped the company in terms of keeping focussed and 
prioritising with regard to new business opportunities.

Rivierasca is an Italian SME that has been producing fibre glass 
reinforced polyester laminates since 1963. Its products are used for 
civil, industrial, sports and agricultural purposes. For example, the 
materials (e.g. glass fibres and polyester resins) are used in roofing. 

Given that the company generates a lot of waste, it has decided to 
invest in research and investment activities to generate a business 
opportunity out of this waste. It has therefore developed a material, 
called Glebanite, which is made out of the industrial waste of its glass 
fibre reinforced plastic laminate lines. The company’s research has 
shown that Glebanite has good mechanical and aesthetic properties 
and can have different creative and industrial uses. 

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INDUSTRIAL USE

NEW POSSIBILITIES

In 2017, Rivierasca became a partner in the Horizon 2020 FiberEUse 
project, which is boosting the new industrial use of Glebanite all over 
Europe, among others through the production of a table desk. This is 
why it has been named as an ADMA Transformation Champion in terms 
of T3 (ECO Factory). 
The main goal is to be sustainable, to improve the company’s footprint. 
Rivierasca knows they are just a small factory, but they hope that what 
they are going to demonstrate could be spread all over the composite 
industry.

ADMA has helped Rivierasca in terms of keeping focussed and 
prioritising with regard to the huge numbers of possibilities for its new 
business. Another benefit was that ADMA is at a European level and it 
helps you to also think at a European level as this gives the company 
the opportunity to disseminate and exploit its technological solutions 
all over Europe.

“Circular economy, sustainability, etc.: a lot 
of company’s are really interested in this. 
There is a big willingness to change things”

Giacomo Bonaiti
R&D Manager
Rivierasca 
rivierasca.it

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A FEW QUESTIONS 
FOR RIVIERASCA

What breakthroughs do you expect to realise (or have you 
already realised) in key performance areas of  your production?

R&D Manager Giacomo Bonaiti: “Lately, we are mainly focusing on bringing new 
products to the market. Because we have studied technologies for recycling, 
for reprocessing, we really want to go on the market now. In particular, we’re 
working on the production of a table desk. There is a company participating 
in the FiberEUse project and they are interested in selling this table – as office 
furniture – and we are working hard on the specifics of this table, the aesthetics, 
the technical performance and most of all the prices, because we are going to 
the market at the same price as comparable products.”

Which have been the key actions leading to the breakthrough in 
T3 (ECO Factory)?

“We’re working on a methodology to recycle composite material that does 
not exist today. This is something quite new for the composite industry, 
all over the world. In recent years we started also to understand that even 
though you have a technical solution, today you need to have value chains 
that are able to let you do your business. FiberEUse is a project on the 
circular economy and it is clear today, after three years working on this 
project, that circular economy means new value chains or different ones 
compared to the existing ones.”

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A FEW QUESTIONS 
FOR RIVIERASCA

How would you describe the support received by the ADMA 
advisors and coaches?

“It helped me a lot to focus on what we are doing. When you do R&D, you 
figure out some scenarios and you sometimes face a lot of solutions, 
but it is not easy to choose which one of these would be the best. ADMA 
helped me in terms of keeping focussed and prioritising with regard to 
these huge numbers of possibilities for our new business.”

Any final message for local/regional/national/European policy 
makers?

“I think there is a big willingness to change things. In some cases we 
have to change our life because of Covid, that’s for sure. But I feel there 
is a lot of interest in changing something referring to circular economy, 
sustainability, this kind of business. 

A lot of companies are really interested in this. It really seems like a good 
moment. So, I would suggest to policy makers or our government to take 
this opportunity: carpe diem, as the Latinists used to say.”

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ADMA TRANSFORMATION 
CHAMPION

103

UROLA SUPPLIES SMART 
PACKAGING SOLUTIONS 

Spanish packaging manufacturer Urola received an ADMA 
Transformation Champion Award 2021 for its innovative work within 
T2 – Digital Factory. The company came up with an Internet of Things 
Platform service of their own, not only to connect the machines in 
their own factory, but also machines they installed at the customers 
premises. The system remotely monitors dozens of variables, from 
quality and availability of raw materials to rejected containers.   

UROLA combines in a symbiotic way the activity of designing and 
providing advanced blowmoulding technology solutions and  the 
development and production of containers using this technology, 
where the activities benefits from the other in a bidirectional way. 

The company operates worldwide and has more than forty years 
of experience in creating competitive integral solutions for plastic 
container manufacturing. Flagship of Urola is the new SWT machine, 
short for Smart Wheel Tangential: a machine that creates containers 
of different shapes and sizes and is able to reach a manufacturing 
capacity of up to 48.000 containers per hour.  

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DIGITAL PERFORMANCE

FUTURE CHALLENGES 

Most of Urola’s machines are connected to an IoT platform. Together, they 
send nearly 20.000 data transactions per second to the cloud environment 
for analysis, a number which grows every day. The platform monitors both 
process variables, like temperatures, and input & output variables, like raw 
materials and rejected containers. 
An in-depth analysis of the data allows Urola to improve its performance 
and provide remote technical support while guaranteeing full traceability 
at all times. The development of «digital twins» or virtual representations of 
machines and processes, is a new step forward, allowing the creation of a 
superior control layer which can e.g. predict the need for maintenance. 

The current IoT system allows for very efficient manufacturing processes. 
To create even more impact, the cloud system could also collect relevant 
data about workshop activity, market demands, new quality standards 
etc. The development of digital twins offers additional opportunities for 
improvement, for example by allowing engineers to develop and test a 
new concept in the digital world before creating a real prototype. 

“The ADMA tools allowed us to see things 
from a different perspective”

Jose Luis Fernandez
General manager
Urola
urola.com

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A FEW QUESTIONS 
FOR UROLA

Which key actions led to your breakthrough in T2 – Digital Factory?

General manager Jose Luis Fernandez: “Back in 2009, we started using our ‘black 
boxes’ to collect data from all our machines in a cloud environment. Data suddenly 
started pouring in from all over the world. At the time, this data collection offered 
relatively few and small benefits, but it changed the mindset of many people in our 
company. From that moment on, we strove to become a real digital factory.”

Are you satisfied with the support you received from the ADMA 
advisors and coaches? 
“The ADMA people made us see the benefits of a Transformation Plan, like sharing 
knowledge, benchmarking with other European SMEs and gaining easy access 
to various experts. They encouraged us to participate in the process to boost our 
digital transformation. The assessment brought us new insights and identified key 
transformation areas.”
“The tools the ADMA coaches used allowed us to see things from a different 
perspective. That was perhaps their most valuable contribution. We hope the next 
step will be adding tools like data mining and artificial intelligence. As a Factory of the 
Future, we now collect astonishing amounts of data. It would help to have practical 
tools to determine quickly which information is important.”

Do you have any advice for other companies? Or for policy makers? 

“Transforming one manufacturing company into a Factory of the Future costs a lot of 
money. But as more companies transform and learn from each other, the different steps 
become easier and cheaper and whole industries are able to move with the times. So 
don’t hesitate to spend time and money to help small companies move into the future.” 

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ADMA FACTORY OF 
THE FUTURE CHAMPION

Tailor made metal solutions

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PROVAN: ONE-STOP SHOP 
FOR METALWORK

Provan, a family-owned metal components supplier based in Belgium, 
has one simple goal: zero inventory. That means: ever smaller series 
and a lot of production changes during the day. As a ‘one-stop shop’ 
partner, Provan applies Quick Response Manufacturing and Early 
Supplier Involvement and has become a specialist by integrating 
vertically and guaranteeing a positive TCO (Total Cost of Ownership) 
impact in the long run.

Provan is an innovative subcontractor in metalwork that offers total 
solutions in steel, stainless steel and aluminium for welded structures, 
laser and sheet-metal work, profile machining and assembly. They work 
for companies in different growth markets who want to outsource their 
production, such as machine construction and the medical sector.

Through the development and evolution of Quick Response 
Manufacturing (QRM) (T6 – Smart Manufacturing) as well as Early 
Supplier Involvement (ESI) (T4 – End-to-end Customer Focussed 
Engineering) Provan has improved its productivity with 25% and 
increased its added value per FTE with 20% in the last five years. By 
talking about TCO at the right level (C-level) the success rate of ‘offer to 
order’ has exceeded 75%.

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DIGITALISATION AS 
DRIVING FORCE

WHAT’S NEXT?

Provan’s first steps toward becoming a Factory of the Future stemmed mainly 
from the implementation of a QRM methodology. The idea is to keep idle 
time - the time lost between two process steps - to a minimum. Digitalisation 
was the driving force behind QRM. In this case: the implementation of a fully 
customised planning software.
By linking office cells to the production department, every production department 
has become a planning hub on their own. Every machine operator decides 
independently what will be produced next. A smart ICT system supports the 
employees to take the right decisions. The results? Provan is able to process 
3000 orders a month. Work-in-progress inventory levels decreased by a factor 
nine and assembly throughput times moved down from four weeks to no more 
than three days. Last but not least: employee involvement is extremely high.

Provan will continue to invest in their employees’ digital skills. Furthermore, they 
are looking into robot process automation for the financial department. The 
company is also set on taking ecological and sustainability initiatives. Via the 
decrease of its electricity consumption, Provan already doubled its added value 
per consumed MWh of electricity over the past five years.

“Thanks to Factory of the Future we were able 
to profile ourselves as an innovative partner in 
a difficult market”

Ben Proesmans, 
owner and CEO
Provan
provan.be

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A FEW QUESTIONS 
FOR PROVAN

Your company makes continuous efforts to innovate, improve and 
optimise all aspects of  business, product and production. Which 
projects brought the highest shift in productivity?

CEO Ben Proesmans:  “The first would be the introduction of QRM, which 
enabled us to reduce the lead time of the production from a product from 
fifteen sets on four weeks to three days. We also rolled out a new commercial 
strategy: less is more. We spend more time on less customers and we become 
‘trusted advisors’ by creating partnerships. Finally, by digitising our processes, 
we were able to simplify them and we created an interconnected factory where 
information has become available in real-time to the lowest level of decision 
making, the shop floor.”

Your employee engagement increased as well. How did that come 
about?
 “Thanks to our QRM organisation, our organisation is built on maximum 
involvement and ownership from the bottom to the top. What also helps, 
is our continuous investing in state-of-the art machinery. We notice that 
interesting and complex projects in growth sectors attract good technical 
operators. And we focus on human capital: we organise cross-training and 
teambuildings, invest in people development …”

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A FEW QUESTIONS 
FOR PROVAN

What does Factory of  the Future mean to you? 

“It is an important award for everyone who works here. Our operators are 
proud to be part of this team. Thanks to Factory of the Future we were able 
to profile ourselves as an innovative partner in a difficult market and it has 
opened doors to new partners. We also see this award as an added value in 
our retention management and in the war for talent. 

Finding the right people is a real challenge. By presenting ourselves as a 
‘future-proof employer’ and taking initiatives in this direction, we try to attract 
the best profiles with top-notch digital skills.”

How has the corona crisis effected your business?

“Because our key partners are active in stable growth sectors, the corona 
year was a good year for us. After the corona crisis, we will have to 
reach cruising speed again in order to achieve our growth ambitions. We 
will continue to focus on the seven domains of Factory of the Future in 
order to make the difference as an innovative subcontractor by profiling 
ourselves as a ‘total solution provider’ to new partners.”

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ADMA FACTORY OF 
THE FUTURE CHAMPION

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SORI BOOSTING 
COMPETITIVENESS 
AND CREATING JOBS

Sori, a French manufacturer of tool storage trolleys, is a worthy 
‘Factory of the Future’ as it has successfully invested heavily in 
both automation/robotisation and in its employees to increase 
its competitiveness whilst creating jobs. 

Sori is a French manufacturer of tool storage trolleys employing 
over forty highly skilled employees. In recent years, the company 
has invested heavily (around 3.5 million euros over three years) in 
automation/robotisation and in its employees.

The company has managed to stay cost competitive in a highly 
competitive market. It has successfully reduced the time it needs 
to weld one box from 7 minutes to less than 2 minutes and reduced 
the time it needs to assemble a full cabinet from 25 minutes to 7 
minutes. At the same time, it has been able to increase the number 
of its employees from 38 to 43. Furthermore, it has made sure that all 
the necessary information people need during the development and 
production of cabinets is accessible in real time for every employee.

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HUMAN CENTRED 
NEW DEAL

In addition, for years, the company has been implementing a strategy of 
full involvement and usage of the (engineering) talent of every single 
factory employee. They call it their ‘Human Centred’ New Deal. The 
process has been facilitated by the ADMA approach through CETIM (the 
French technical centre for the mechanical industry), which offered a 
number of training sessions via its training academy.

The financial figures also tell the story. The company’s turnover has grown 
by 50% in the last three years and, by comparison with 2012, they now sell 
their products 20% cheaper whilst increasing their gross margin.

Currently, Sori can operate its production process 24 hours and 7 days per 
week without any employees working at night or at the weekend whilst 
it has integrated robot welding and its robotic cells are integrated with a 
cutting and bending process.

“The first foreign training course for our 
operators went very well and it created a 
snowball effect among the other employees”

Hervé Valliet, CEO
SORI - Spécialiste du 
rangement d’outillage
sori.fr

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A FEW QUESTIONS 
FOR SORI

Which projects brought about the highest shift in productivity? 

CEO Hervé Valliet: “My first objective was to regain international 
competitiveness and regain the markets that we had lost twenty years ago, 
which had gone to Asian countries. We had to improve the working conditions 
and also work on the environmental improvement of the company.”

“We completely overhauled the company’s workshop by investing in robotic 
cells at various levels. This has enabled us to redo the whole industrial 
organisation of the company and to regain this competitiveness. Particularly 
on the folding and wrapping stations, where many operations are carried out in 
masked time and all the delicate operations are done by robots and machines. 
The operators do the complementary operations, as well as the assembly 
operations, which are much easier for them.”

“All of this has been made possible by the improvement of industrial 
computing. That means that all this robotisation is controlled virtually on 
computer stations. We also worked a lot on agility and production changeover 
time on these different workstations. The longest production changeover time 
in the company today is 15 minutes.”

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A FEW QUESTIONS 
FOR SORI   

Which projects brought about the highest shift in employee 
engagement? 

“All these new working tools have completely revolutionised the working 
methods in the company. The operators asked themselves: ‘What is 
my future role in the company?’. I assured them that they did not need 
to worry, no one would be fired, everyone would be guided. So the first 
difficulty was to have a first group in training. This training took place 
outside France, in Belgium, so it was a bit difficult to convince them, but 
we worked a lot with the manufacturer of the machine and the tools, 
who also gave us training on the software.”

“We got great feedback on the training. Moreover, as far as the trainees 
were concerned, we started from a very low level, but on the other hand, 
the progress made in five days was phenomenal. Since this first training 
course went very well, it created a snowball effect among the other 
employees, who followed the same process for the different robot cells.”

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Commission