SPOTLIGHT
Ulm: The big question was how the market would behave and whether
Ulm: From our point of view, it is also very important that we become
it might collapse. With corona, it turned out that there was no major
a team with the entire workforce, because you can only be successful
collapse. But the skyrocketing energy costs in Germany are already
as a team. The employees have received us well and see the restructuring
making themselves felt. So we've had a little bit of a headache in terms
positively. We are also aware that they are the greatest asset of any
of how the market is going to develop and whether we're going to be
company, not the building or the machines.
able to sustain that. So far, however, everything is good. What general factors did you take into account in your decision? Gazi: For example, you have to think about the age of the machinery and the control of the production flow. Other important factors are the qualification or the level of knowledge of the employees and of course the existing customer base. In our industry it is hardly possible to start from scratch without already having a customer base, because the market is saturated with different manufacturers. With Optik Weber, we have taken over a company that has already been on the German market for 60 years and has established a name that stands for quality. Ulm: We also conducted an analysis of suppliers and looked for optimization opportunities. By optimizing purchasing, we uncovered great
“We also conducted an analysis of suppliers and looked for optimization opportunities. By optimizing purchasing, we uncovered great savings potential.” Martin Ulm
savings potential. Again, our background knowledge was enormously helpful because we know the quality of the suppliers. Our good contacts
How did you manage to involve employees in the process?
in the industry are a great advantage and we are a perfect duo with
Gazi: We have informed the employees in advance about the takeover
our respective backgrounds.
and our goals, and made it clear that we need the team for this. We try
Gazi: Exactly, I take care of sales and purchasing and Mr. Ulm takes
to communicate all changes and processes clearly. For new products,
care of the technology. He can repair machines himself when a fault
for example, we have held training sessions and explained the benefits.
occurs and we avoid a lot of downtime and service costs as a result.
It is important to us that it is clear to everyone that they can come to us with a problem so that we can find a solution together.
What cost factors did you take into account?
Ulm: I think everyone has noticed by now that it's important to us that
Gazi: On the one hand, there are the wage costs that have to be financed
everyone goes to work singing and whistling and comes out singing
in advance at the beginning. On the other hand, modernization costs
again. We are convinced that you can only perform at your best if you
for the machinery have to be considered, but of course there is also
enjoy your work, and we don't want to frustrate anyone by restricting
potential for savings. For us, the savings potential lies in purchasing,
them or forcing them into a mold that doesn't fit. Wherever possible,
maintenance and the optimization of processes. We were supported
we give employees the freedom to make decisions and take action, so
in the process by a very good consultant and would always advise
that they feel valued and respected. For us, it is important that employees
consulting additional expertise in order to identify and assess risks.
who are in contact with customers have a sound basic knowledge and know every step of production.
What is important to ensure that the handover from the old to the new owner goes as smoothly as possible?
What is your vision for the future?
Ulm: Preparation is very important to ensure that the handover runs
Ulm: We want to expand. We want to grow step by step, create jobs
smoothly on the due date. The preparation has mainly to do with
and not stay put. The aim is to increase production significantly. In
authorities. For example, you should make sure that you have the tax
order to implement this, a high automation rate in production is neces-
number before the handover, because at least the German state takes
sary. For this purpose, we are continuously expanding the existing
a very long time to issue a tax number.
automation in order to optimize the throughput times in production.
Gazi: It is also important to inform customers and suppliers in good
We are very much looking forward to the future innovations that we
time that there is a new VAT number. Even before making the decision
will realize together with our team and our customers.
to take over, it should also be clarified that contracts can be taken over,
Gazi: We operate throughout Europe and would like to expand further.
e.g. with insurance companies or existing customers.
In the long term, our goal is to sell worldwide. Our vision for the future
We are pleased that Mr. Weber has supported us throughout the entire
is to build a service-oriented, modern and independent production
process and will continue to accompany us at least until the end of the
facility, which responds to the individual wishes of the customer and
year. We value his advice very much, because he knows the internal
where people work together. We want to stand out and distance ourselves
processes and the employees very well.
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from entrenched structures and values. ◆
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