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CPT International 04/2016

The leading technical journal for the global foundry industry – Das führende Fachmagazin für die weltweite Gießerei-Industrie

The leading technical journal for the
global foundry industry – Das führende Fachmagazin für die
weltweite Gießerei-Industrie

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View into the production halls of<br />

Idra, where a lean, process optimized<br />

organization determines the production<br />

of the die-casting machines<br />

with Idra presiding over the segment of<br />

high-tech presses for high-performance<br />

components. All this could be achieved<br />

only by keeping two distinct brands: LK<br />

for low cost machines and Idra for highend<br />

ones. No mingling between the two<br />

realities, even at trade and finance network<br />

level. The market had to understand<br />

that LK was only playing the role<br />

of shareholder. We would never have<br />

sold Idra presses in our historical markets<br />

or in China if the customer had<br />

considered us “Chinese style”.<br />

And this is how the adventure began,<br />

at a time certainly not easy for the<br />

metallurgical and manufacturing industry<br />

in Italy and Europe.<br />

I took the lead of the company in April<br />

2009. I had to do it quickly and well,<br />

the shareholder had no time and results<br />

were expected to arrive soon to<br />

prevent diversions. I had a good brand<br />

and I had to have a good product. The<br />

rest would have been supported by<br />

the Chinese shareholder, Idra’s men<br />

and my knowledge in the field. I convinced<br />

the shareholder to invest in the<br />

completion of the new series of OLS<br />

presses in that year, the most difficult<br />

for our industry, and I focused on commercial<br />

markets where we could sell,<br />

China first of all.<br />

How did Idra achieve results immediately?<br />

As a matter of fact, I still remember<br />

the skepticism that hovered among<br />

departments when I said that already<br />

in 2010 we would have lost no money,<br />

because we had everything to succeed:<br />

brand, product, the thrust of “made in<br />

Italy” and perfect shareholders for our<br />

relaunch: an industrial group that understands<br />

our product and the second<br />

Italian bank to support us in relaunch.<br />

I was right, we were able to reach<br />

breakeven in just 18 months, eliminating<br />

nearly 8 million losses, and making<br />

Casting Plant & Technology 4 / <strong>2016</strong> 7

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