Belgian steel plant is calling card for lean manufacturing

Since the corporatization of Meco Metal in 2018, the steel plant has undergone a true metamorphosis. The internal layout of the 75,000 m2 production facility has been completely overhauled and modernized. Lean manufacturing is now the predominant approach, and this is certainly not harming the company from Oudsbergen, Belgium. An interview with two members of the operational management team: Managing Director Harry Seijkens and Workshop Manager Remi Moonen.

"In 2018, we were commissioned by the Altez Group to spin off Meco Metal," begins Seijkens. "The three of us stepped in (Remi Moonen, Domien Driesen and Harry Seijkens) and started with a thorough analysis of the company and its organizational structure. From our background, all three of us are ardent supporters of lean manufacturing. We have had many trainings and experiences in this field. After the thorough analysis, we came up with an action list containing as many as 500 points of improvement to improve the company's performance. The action list, by the way, will remain a living document. There is always something further to improve."

"Lean manufacturing also means paying proper attention to our employees," Moonen says. "Years ago, companies were mainly managed from management. We do it differently. We involve our employees very explicitly in continuous improvement, so they actively think along in solutions. Lean stands for working smarter instead of working harder. After all, our staff is our greatest asset." All these efforts have led to a significant overhaul of the plant's internal layout in recent years. "With a floor area of about 75,000 square meters, it's worth taking a good look at that. Machines and stock have been moved to reduce transport distances and we have made the best use of height," Seijkens explained. "In doing so, we have basically created space for 'free floors.' That gives peace of mind and space to practice logistics optimally."

The plant has also been substantially modernized and equipped with the latest machinery, bridges and welding stations, continues Seijkens. "The lighting is also optimal and substantial investments have been made to improve air quality." Moonen adds: "Our employees have taken the necessary training courses to put the process of continuous improvement into practice as well. From there, for example, the 5S methodology was implemented throughout the plant. 5S stands for separate, arrange, clean, standardize and sensitize. Our factory looks very clean and tidy. We notice this in the many positive reactions from visitors, and we are quite proud of that. To maintain that result, we evolve every day how we can do even better, because stagnation is regression. The whole process of continuous improvement is in everyone's DNA down to the last fiber."

The clean and pleasant working environment also has an impact on the number of (minor) work accidents. "Those have been rigorously reduced," Seijkens knows. "Also, people no longer have to search for materials. Everything has a fixed place. And all this means we can get a very nice return from the plant, where very few mistakes are made anymore. Disruptions in planning are a thing of the past, partly due to the implementation of a new ERP system: LiemarX." Moonen: "Never before did we have such good insight into lead times and planning. LiemarX has significantly facilitated lean implementation, something that was absolutely not possible with our old package. The visual structure of LiemarX allows us to see peaks coming and to smooth them out in time, so that production can continue at a continuous level. That contributes in part to a high-quality product."