THE
FACTORY
M
Production Manager Bennie Bus
"We have to be steadfast in adapting to a changing world."

What is the scope of tasks of a Production Manager? Apart from being responsible for production, both in quantity and in quality? Does it include consultations with customers, or an involvement in the shaping of company policies? Both tasks do apply to the day-to-day mindset of Bennie Bus, Production Manager at Gunnebo Doetinchem.

To begin with, a trace back. Bennie Bus: “May 2007, the then Production Manager left, and Andy Puhl, our Plant Manager, divided the production process into 3 sections. The ‘preliminary work’ section, with the metalworking shop and the bending, was allotted to Gilbert Koenders. The section covering the painting up to the expedition to Wim Lobeek. The ‘welding’ section, in between the other two, became my responsibility. I had previously taken over the production planning, and within our organisational structure, this involved intensive consultations with customers.”

“The ‘Great Recession’, which emerged around 2007, for us coincided with a by then still increasing demand for our ATM-safes, but also intensified questions about the efficiency of our production processes. We set up a Continuous Improvement team, and with the aid of consultants, we implemented ‘Lean’ manufacturing practices – something we had initially approached with some hesitancy, but soon learned to value a great deal. Up to then, we had been somewhat haphazard, or pragmatical if you will, in shaping our flow production assembly line. “That operation requires an extra worker”. Gradually, we introduced takt times (the required average amount of time between the start of the production of each product-unit, in order to produce the quantities requested by customers) and cycle times – all in all a more conceptual approach. We streamlined differences between workloads for sections of the production, and for individual workers. We introduced elements of Kaizen (a system for continual improvement of product quality and processes), of 8d (Eight Disciplines Problem Solving – an approach to solving reoccurring engineering problems) and of PPAP (Production Part Approval Process – a way to formalise and document strict requirements to supplied products). All of these new mechanisms required management, and documentation. “

“The wheels which we had thus set in motion – they needed a change in our organisation. Wim Lobeek became the manager of the Continuous Improvement team, and Gilbert Koenders dedicated himself to Global Support in close cooperation with NCR, one of our main customers. I felt at home in the production environment – managing, the interaction with people. Very diverse, and never boring. So that’s why I currently am a Production Manager.”


“I strive for a working atmosphere that is both professional and pleasant. Efficiency is very important, but it is not something which you can just declare as a ‘golden goal’ for which all other considerations can be swept aside – like quality, flexibility and the resilience to successfully adapt to the market. Naturally, our customers are, in the end, the source of our income. And we are part of the Gunnebo Group, which provides us with incentives and feedback. We have a an organisation which is compact, and I consult frequently with Andy Puhl. This makes me very aware of the policy issues which we as a company need to act upon. I have never worked as a factory worker – and therefore I am not ‘one of the boys’. It allows me to be somewhat more objective, more rational. This may lead me to advocate policies and changes which aren’t always greeted with cheers – but which are a necessity for our continuity as a company. It requires you to explain why, and to involve people in the dialogue.”

“In our organisation, I, as a Production Manager, have frequent meetings with customers. This allows me to really facilitate the requirements of customers, and align our production process accordingly. If a customer has any complaint, I can (and will) provide an instant solution. And, if a customer proposes a change, I can assess this from a manufacturing viewpoint, and indicate any undesirable implications if I foresee them. Naturally, the customer has the final word in this. But through this dialogue, you create a partnership to which both sides contribute their expertise.”


At the Gunnebo manufacturing plant in Doetinchem, every working day, approximately 200 men, over 20 Team-leaders and 2 Shift-leaders work hard to achieve both quantity and quality, within a fine-tuned production process. Manufacturing safes, which, for most, remain invisibly hidden inside ATM’s – a product which not all may find inspiring, but this is refuted by a tangible care and pride for this work within the factory. In general, there is a sense of unity. And from within that unity flows a stream of opinions, feedback, remarks – on how thing could, and should be done differently. In that respect, the outlook of Bennie Bus is ‘centred’ between a practical, experienced side, and a more commercial, strategic side. His own addition to this (natural) duality is an education in Manufacturing engineering & Business administration (University of Applied Science). And a open-minded, positive attitude towards emerging trends in manufacturing theory. If – by all means – they contribute to results.

“I’m genuinely proud of what we have accomplished. But in Western-Europe, as a company, you simply can’t just sit back and enjoy your past achievements. It’s essential to keep improving your efficiency and quality. In product design, in reliability, and manufacturing precision. And quality relates also to the well-being of our workers. Allowing a better focus, and less sick-leave. Working is a part of life, but if it pleasant, what more can you wish for? But we have to be steadfast in adapting to a changing world. For this we need to be flexible. In 2012, all Team leaders were required to re-apply, to a job description which was updated to reflect the increased significance of Lean. Our question to them was: “Do you feel this new role suits you?” And some concluded it did not. If you want to direct an organisation towards changes, you need team-leaders who are willing to be at the forefront. Who express that these changes, while they may seem difficult at times, originate in the road we have chosen to accommodate our customers and the policies agreed upon by the Gunnebo Group. In that regard we are, at times, merely the messengers. But still – it is an absolute must these changes are implemented. “

“I have a strong drive towards results. To me, a problem is not an obstacle, but the beginning of finding a solution. I’m not a very patient man, I think. But time has thought me to value patience more. Even when my first response would be ‘I have had enough of this’, I still invite discussion. Because it may be that the other’s viewpoint, his (or her) personal perspective, in the end will prove to be just as legitimate as mine. I have purposely learned to be more open to feedback, to a different way of addressing things. Openness and trust are important. Just as working hard, a commitment to getting results as a team. For me, the most rewarding is, if we, as a team, have met up to the challenge of supplying our customers to their satisfaction, all while working in harmony, in a pleasant way. If you can wrap up and say: “we did well together“. Because it is always the result of every man and woman working here. We all contribute.“

2002
The Early Days.
“I made a switch from Pre-university secondary education (VWO) to the Secondary technical school (MTS). I had made up my mind – I wanted to be in engineering. That brought me, after 2 years, to the University of Applied Science (HBO/HTS). A little less theory, a little more hands-on compared to a University. I studied Manufacturing engineering & Business administration. Then started my working days at a company called Kramp in Varsseveld. A wholesaler in agriculture. One of my tasks was to set up a branch for propulsion technology. Very educational, and very interesting. But it just didn’t tick the box of ‘For the next 40 years’. So I applied for a job at Gunnebo. I really didn’t meet all of the requirements. But I was bold enough to outline what I could offer to compensate. And I was rewarded the job.”
First Impressions
“To be honest – for the first six months, I really wondered where I had gotten into. Fifteen years ago, at the drawing room. They gave me a file folder, named P86, chapter 642. Technical drawings of safes. “Start with these, so you’ll know the product”. Not even a glimpse of the factory for months. That’s how you were trained back then. An experience which has made me determined to introduce new colleagues altogether differently. Being task-oriented is a part of it, but a job needs to be rewarding as well, and offering a sense of being welcome. So that people do not start to ponder if they have made the right choice. Which isn’t necessary at all. There’s always the option to reflect together, and find ways to support you. That is why I schedule regular meetings with new colleagues. Anyhow – after these initial six months, things improved rapidly. I was assigned more tasks, and became more involved with our products, and my colleagues at the shop floor. I am not someone who awaits new tasks cautiously – on the contrary.”
Drive
“I suppose you could say I am ambitious, but not for a ‘position’ – to have an impressive job description on my business card. It’s all about having a diverse and interesting scope of tasks. With a proper balance between what you like to do, and what you háve to do. And for me it is important to feel interwoven with a company – so that you feel eager to contribute, and proud of what you accomplish. “

Read the next article in the series on The Factory:
Head of Engineering Service Ronald Buiting.
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