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