At Aalberts advanced mechatronics, we are evolving by reorganizing ourselves around value streams rather than functions. In this organizational model, cross-functional teams work together from the moment a customer requests a product until the moment they receive it. This approach is helping us improve coordination between departments, keep up with growth in our industry, and better serve our customers.  
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We will explain you a bit about what each value stream is all about and how our employees are experiencing this innovative new way of working. Here we speak with Henk Bredewout, value stream manager at Lamers, about working within the value stream Installations.

What does the Installations value stream do?

High-tech installations. We engineer, build, and test installations for gases, water, and/or chemicals to meet any customer specification.

What makes the value stream special?

The people! Our people go to clients and make the difference for each client. Whether they are in sales, assembly, or engineering, everyone in our team is sensitive to the needs of our customers and carries the Lamers Installations DNA with them.

What are recent challenges within the value stream?

• Setting up the new value stream activities, in combination with the execution of a large order. This requires a lot of adaptability from us.

• We are also in the process of rolling out our scan-to-prefab process at multiple customer locations. During this process, we make a scan, from which we get a picture of the environment, model the installation, and deliver it to the customer prefabricated.

• Finally, because we are so busy, we are facing the risk that we will spend too little time with some new employees to allow them to feel at home.

Can you share a success story where this value stream has made a difference for a customer?

For a major client, Lamers installations was one of two contracting parties. The contract with the other party broke down, so the client relied entirely on Lamers to do the work. At the same time, they also had to deal with a major volume increase, so our volume had to double in a year's time. We succeeded in the end - by talking to each other, examining our process, and coming to an agreement with the client, but also because our team on site made a tremendous effort to make that growth possible and felt responsible to help that customer with their challenges.

What are the upcoming plans for this value stream?

In the coming months we're going to revitalize our service organization with some top performers. We'll let everyone know soon what people can expect from that.

Our next project is setting up our measurement and qualification service. After a period of automation, a lot is going to happen there too. With the measurement group, we particularly want to add customers outside our existing markets, in areas such as food and pharma, where there is a lot of demand to have these types of services on-site.

And finally, we plan to further roll out our scan-to-prefab process. We now do that for one party, but we want to develop that process into a kind of standard. This will reduce the cost impact for us as well as our customers.

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