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M AT E RI AL S & MA CHI NE RY
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M U LTI MAR K E T
Una scommessa (fuori dal) comune Digitalizzazione delle macchine, cambio formato flessibile e automatizzato, gestione e controllo da remoto della produzione: questi gli aspetti chiave della fornitura americana portata a compimento con successo dalla Ronchi Mario SpA. Stefano Lavorini
Cesare e Gianmario Ronchi, titolari dell’azienda - dal punto di vista costruttivo il lavoro è concluso e tutte le macchine sono state consegnate e sono in produzione. Sia in termini di tempistiche che di funzionalità, abbiamo risposto in positivo a quanto stabilito. Resta solo da portare a termine l’ultima fase del progetto, cioè la formazione del personale in loco, che è interamente composto da nuove maestranze, non ancora autonome nel gestire la produzione. A tal scopo, a partire dallo scorso anno, abbiamo trasferito nostro personale interno».
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er realizzare qualcosa di “eccezionale”, è sempre necessario guardare a un obiettivo non raggiungibile… Sembra essere questa la chiave di lettura corretta per comprendere portata e valore del progetto portato a termine dalla Ronchi Mario SpA per una delle più importanti multinazionali americane nel settore della detergenza e del personal care. All’azienda di Gessate (MI), ci sono voluti 3 anni di lavoro, la costruzione di un nuovo stabilimento e l’assunzione di un gruppo di venticinque persone per evadere una commessa molto particolare: ovvero realizzare una serie di linee di orientamento, riempimento e tappatura ed etichettatura di flaconi, in parte studiate e progettate dal cliente stesso, e destinate a “popolare” una fabbrica negli USA, costruita ex-novo. «Oggi - ci confermano ad una voce
An out-of-the-ordinary wager Digitalization of machines, flexible and automated format change, remote management and control of production: these are the key aspects of the American consignment successfully accomplished by Ronchi Mario SpA. Stefano Lavorini
To achieve something “exceptional”, you always need to set your eye on an unattainable goal ... This seems to be the correct key to understanding the scope and value of the project completed by Ronchi Mario SpA for one of the most important American multinationals in the detergency and personal care sector. It took the Gessate based company 3 years of work, the construction of a new factory and the hiring of a group of twenty-five people to fulfil a very
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particular order: that is, to create a series of orientation-, filling- capping and labeling lines for bottles, partly studied and designed by the customer themselves, and intended to “populate” a factory in the USA, built from scratch. As Cesare and Gianmario Ronchi, owners of the company confirm to us in one voice «From the constructive point of view the work is finished and all the machines have been delivered and are in production. Both in terms of
timing and functionality, we responded positively to what was established. Only the last phase of the project needs to be completed, that is, the training of staff on site, entirely made up of new workers, not yet autonomous in managing production. For this purpose, starting from last year, we have transferred our people to the place». A remarkable result, which explains only in part how it is possible to have a customer who is not only satisfied, but that also intends to install the same type of packaging lines for liquid products in other factories ... What were the conditions on which you built the American project? This type of agreement is an example of what we call partnerships with the customer. It is evident that the latter put their faith us, but they certainly did not
do so sight unseen. Our reputation as a leading player on the American market and the mutual knowledge built up over the years was decisive in guiding the choice. Before deciding whether to assign the order to us, there was, however, a preliminary study phase lasting more than a year and a half, during which the managers of the multinational company verified our way of working in the field. For our company, accepting such an ambitious order has meant taking on a big commitment, both in organizational terms and in terms of research and technological development. Even before receiving the final go-ahead from the customer, for example, we started building a new “Zero Emission” warehouse not far from the historic site, speeding up on the idea that it was in the air to increase our production capacity. We built a “green building” in record time,
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