Ventab - Fläktia Ab Case Study

1 The project brief

Ventab has completed the acquisition of Fläktia AB, with headquarters in Rolf City. The acquisition increases Ventabs production facilities, and the number of employees within the organization. The Group is now the owner of three factories located in River Koping, Rolf City and Skogsby. The acquisition increases Ventabs total production, internal knowledge and expansion opportunities. Ventabs factory in the headquarters River Koping has for some time suffered out of low productivity. Extensive lean operations to increase productivity and capacity problems have been unsuccessful, resulting in low delivery precision. The atmosphere in the production grief grooming station is perceived as gloomy, which is characterized by a feeling that the organization has lost confidence. With the introduction of injection molded plastic frames on the market, there is an interest Ventab to invest in new technology and complement the existing product range. The acquisition means that a comprehensive integrator and streamlining the process needs to be initiated. The project's main tasks include the integration of Ventab and Fläktias existing production line and organizations as well as the current situation in two separate marketing departments and company boards. Furthermore, the project intended to introduce the production of plastic frames and thus double the number of product lines, as previously decided by Ventabs board. The project intends to introduce the production of plastic frames with the emergency equipment and the efficiency of the existing production of plastic framed filters. Furthermore, the project intends to liquidate the existing lean-work and implement the previously successful 5S method to increase productivity within the organization. In order to maintain and further develop the knowledge and skills within the organization should be an initiative for knowledge exchange between former Fläktia and Ventab introduced. This knowledge exchange will continue operating during the project and documented in the continuous work of the project log. In accordance with Ventabs term objectives, the number of factories decreased and the production of an additional product line launched. To rationalize the organization supports the company's business value through increased delivery precision and thus a potential increase in order value. By merging and streamlining the already synchronized marketing departments sink the company's administrative costs. Furthermore, the efficiency of marketing and diversion of focus from metal to plastic filter a potential increase in Ventabs order value. This increase in turn contributes to the production of Rolf City plant can be phased out under controlled conditions, which would benefit sämjan between the former employees of Ventab and Fläktia. The increased productivity and merging the existing marketing departments opens opportunities for increased order value in the organization as a whole. Further contributing introduction of the new production line to further market share can be retrieved. These factors contribute to a potential increase in income, which co-finances the need for a new finished goods in the River Koping. By standardizing the Group's approach can Ventab develop and strengthen its role as a local employer. The integration process involves a lot of positive synergies so that a stable financial situation. A stable economy in turn creates conditions for Ventab should be seen as a stable and sought-after employers in the future. Furthermore, the financial performance improvement of profitability Ventabs providing greater dividends to shareholders and opens the possibility to develop it for Ventab important social work. With these measures the company will also be strengthened for future challenges and potential future acquisitions and stabilize Ventabs market position. The integration process between Ventab and Fläktia, efficiency measures and structural change means a careful planning. Work will continue as normal until November 2011 during the upcoming high-intensity period. Followed by this is a low-intensity period where two of the structural changes that the project covers should be performed. These changes will be completed in March 2012. The work is not completed within this time frame postponed to the next low-intensity period November 2012 - March 2013. The full process of change is expected to be completed April 1, 2013.