Needs

Implementation

Initially, contract management was organized on paper. With the growth of resources and production capacity this organization created moments of operational stalemate. Implementing a new software has been a long process, which has led to the knowledge and exploration of numerous features of the program.

Metronomo.Net is currently used by six people in the office plus the operators who deal with declarations in the workshop. 

Results

Interview with Alessandro Reppucci - Quality Manager

How has your company developed over the years?

"We are a family-run company that has been operating in the subcontracting market for 30 years now" explains Mr. Alessandro Reppucci, "today we have a staff of 25 employees at the Vigliano site and a machine park composed of 15 CN lathes and 5 machining centers for turning and milling work on behalf of third parties of stainless steels, carbon and superalloys."

In what main mechanical engineering sectors do you operate and with which production batches?

Originally our main activity was the design and manufacture of stainless steel components for the mechanical-textile sector. After about ten years we have expanded into the energy and gas (flanges and valves), food and pharmaceutical sectors. In the last decade we have also invested in a second production unit in China with 12 employees, In this way we managed to differentiate the service for 2 different types of customers by realizing both small series from 5 to 200 pieces and production with greater volume and consistency of lots with programmed orders.

Have you tackled new subcontracting areas?

Our goal is to be part of the supply of components for machine tools, for the aeronautical sector and in all those market segments that value quality over quantity.

What are your strengths?

Certainly flexibility, we equip the machines even for only 1 piece and always place the quality of the product and service offered among our main objectives. Our team is constantly trained and coordinated in order to reduce waste and optimize the yield towards the satisfaction of Italian and foreign customers. In addition, our company is constantly investing in machinery, equipment, instrumentation and training. Since 2007, we have independently implemented an ISO 9001 certified quality management system.

Why did you choose a new manager?

Initially the management of contracts was done "on sight" and organized on paper. With the growth of resources and production capacity we realized that this type of organization created constant operational stalemate problems and often had to stop waiting for instructions. The company needed more efficient tools to plan deliveries and especially to carry out an analysis of the profitability of orders in a more accurate way than in the past, starting especially from the budget. Our organizational model had to be strengthened and made efficient along with the flow of information.

What kind of Software Selection did you do?

We evaluated various options and tested a management software that we decided to abandon because it did not satisfy us for many technical shortcomings. It was during this preliminary phase that we came into contact with MecMatica and the Metronomo.Net software.

Today who uses the Metronomo.Net Software in the Company and how was the technical activity managed?

Metronomo.Net is currently used by 6 people in the office plus operators who deal with declarations in the workshop. We are satisfied with the training and consulting provided by the analyst Marco Zarlenga of MecMatica, behind the scenes a long work was done that led us to appreciate the many features of the program.

Now that Metronomo.Net is operational, what benefits have been brought?

Even though the programme has been in operation for less than a year and we are still in the training phase, we are already beginning to see the first results expected: the estimation of delivery times is more accurate thanks to production planning and real-time monitoring of resources, the "costificazione" of the orders from the estimate to the final report is made easier and also the management of the warehouse is improved thanks to the on-board machine spills and the traceability system of raw materials for lots.

What are your strategies for managing the ongoing change?

After a short closure imposed by the Covid-19 ordinances we are again operational and fortunately the drop in work has been contained, However, as in many other sub-contracting companies, the situation forces us to work with a small workforce and this obviously prolongs delivery times.

As a future strategy we will always continue to be a subcontractor that works on contract but at the same time we are also increasing the production of parts created by us such as: valves, extenders, mixers and other accessories for the mechanical textile sector.

Programmes and investments for the future in OMCAR?

The main objective for the future is certainly to develop our own products and to establish ourselves on the Asian market both as regards third parties and on our own account. However, with the current Covid-19 situation internationally it is difficult to make plans. The positive note is that a generational change is taking place in the company and this is not a given fact in many SMEs. At 33 years old I find myself with various responsibilities under the guidance of my father and is in the process of valorization the part of design technical office in the sector valves.

Looking to the future, we young people are the best investment a company can make to ensure business continuity over time.