The five production locations in the technotrans Group perform largely assembly and testing processes. Mechanical machining of components or sheet-metal processing is performed only in one-off instances. The assembly of products (systems) is performed largely manually, while the testing process takes place semi-automatically.
Following phases of scaling back volume up until 2013, the 2014 and 2015 financial years have seen a return to organic growth. For the first time in many years, extra production personnel were hired in 2015 to handle the production growth of around 10 percent.
High flexibility, manual expertise but also receptiveness to new approaches are relevant prerequisites for the operating production areas actually to achieve the growth that is targeted with the new products. The processes and consequently also the manufacturing and materials logistics concepts are therefore continually scrutinised in order to adjust to growing complexity, and identify and implement potential for efficiency gains.
Following on from 2014, a further reduction in warranty costs was achieved in 2015. The new record level reflects the success of the measures taken in previous years under the quality drive. technotrans’ quality management work is effective and will be extended in 2016 with the introduction of multi-site management for the group. As in the previous year, quality topics are increasingly handled preventively, and “modern” quality management increasingly has an initiating function. In addition to the essential technical requirements that have to be met through supplier management, aspects of social responsibility are also being actively embraced and implemented in processes. The environment, sustainability and child labour are other matters that technotrans takes into account in internal and external audits. An energy audit to DIN EN 16247 was moreover conducted at the German technotrans production locations in 2015.
The priority for the logistics area was to “build on successful foundations”. The most important aspects included supporting the subsidiaries, and optimising inventory management and internal concepts for flows of materials.