2021 was a difficult year for everyone, and during the challenge Eurotherm chose to focus on innovation.
As much as words risk turning into clichés, it is impossible to even think about an account of the past year without calling Covid-19 into question.
It’s a well-known fact: there is no productive sector that has not been at least partially affected by the chain of consequences the pandemic and its management have triggered.
The initial reduction in orders, the slowdown in customs, the tangle of logistics, the reduced availability of raw materials and semi-finished products, the delays in production lead time, the increase in prices and waiting times for the final consumer: there is no company that, after the first phase – the discouragement phase – has not had to knuckle down and put on a brave face. Adjusting strategies, restructuring flows and processes, modernizing or innovating.
Eurotherm’s 2021
Despite tremendously difficult health, logistical and market conditions, Eurotherm has nevertheless managed to grow and increase its turnover.
The coating sector is obviously suffering from the slowdown in upstream sectors, that is in the production of the parts to be coated, but our market has held its own.
We, too, have been directly affected by the various conditions we operate in; first and foremost, due to the general increase in the cost of semi-finished products: especially sheet metal, a crucial element in the manufacture of our products.
If there has been one particularly tougher challenge, it sure was balancing the books, prioritizing orders that were already acquired but not yet produced: something that has required even greater attention to the management of materials, components and waste.
Expansion and reorganization: Eurotherm kept busy
This is a story about a reorganization that starts with a production innovation.
The motive was provided to us by the adoption of the Schröder MAK4EVO bending machine. In addition to its exceptional technological qualities, both in terms of working capacity and performance, this new machine has allowed us to bring in-house the bending operations which, due to the large size of the sheets, we were earlier forced to outsource to external suppliers. We were thus able to think about organizing an entire new department, in which flexible and fast bending cycles are now active and managed according to the dictates of Lean Production and Transition Plan 4.0. (We have already dedicated an article to the bending machine and the new bending department).
While we were at it, we expanded the EU2 production unit by adding a new assembly department, a move that effectively doubled production capacity. We also created a new assembly and welding department for stainless machinery and expanded the storage warehouse.
We also inaugurated the new employee cafeteria and, since we may be engineers, but we still have an eye for aesthetics (or – at least – our wives do), we embellished the company entrance with a large number of plants.
Is it possible to talk about the future?
Definitely, but maybe not. This is not being superstitious or pessimistic. Far from it. The fact is that, if there is one thing that is certain, it is the increasing uncertainty. The last two years have taught us how the cards on the table can change abruptly and unexpectedly. And how the house always wins… unless you, the company, really put your head in it.
