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would cease on 1 January 1997. According to a memodated 27 October 1995, ‘we have to try pass these productson to the families that can replace them (CRN, CRS, CMS,PK, OL)’. In the case of the popular CR, with some smallmodifications, a policy of ending the year with zero stockhad been applied throughout 1995. In 1996, 52,814 unitswere manufactured, although some 20,000 units were stillbeing manufactured in 2000, with the plan to end productioncompletely in 2002. Similarly, it was planned to remove CRSfrom the HIMEL catalogue after 2003. In previous years,between 8,000 and 9,000 units were produced. Parallel tothis, the number of CRN was increased from 576,759 unitsin 1997 to 687,035 in 2000 as a result of a CRN reformulationof 1996, which essentially affected the lock, hinges andreinforcements of the door.The renewal of the cabinets line began to come into considerationin 1998. With this aim, the COFFE project was set upin February 1999, led at HIMEL by Eduard Pla. In summer ofthat year, the project was reoriented and it was then providedwith a new organisation in October. The aim was to have acompletely new offer inside six months for marketing in April2000, which was a strategic commitment of ECI and wasbased on a positioning in the market with the multi-brandconcept. The two parts to ECI, namely HIMEL and SAREL,had to reach a production capacity in 2005 of 1,750,000cabinets from the base of the 1,200,000 produced in 1999.The generic objectives to be reached were an enhancementof functions, adding some supplementary productioncapacity and achieving appreciable productivity gains. Theaim with this was to reinforce HIMEL’s leadership in thisenclosures market segment, which stood at between 60%and 65% of the Spanish market by the end of the 1990s.The results of the project were the RN-22+ (for Capellades)and the CRN-28+ (for the Sarre-Union factory). The firstwould be an evolution of the CRN after first rectifying somedefects, including improved airtightness and flexibility in lightof the customers’ demands and requirements. The CRN-22+ became known as CRN-évolution and was scheduledto be available in February 2001, although this did not occuruntil some months later when all the planned investmentshad been made. By contrast, the second would be regardedas a new offer. The plan was that they should replace theCRN in 2003 to introduce the new product parallel to this.In Capellades, the start-up of ‘COFFE project’ was linkedto the purchase of the neighbouring lands of the Codinafactory. As a result of a number of eventualities, the newproduct was finally manufactured only in Sarre-Union. In anyevent, the CRN was recognised in the 2002 Steering Planas ‘représente le coeur de gamme de la ligne de produit‘Wall Mounted’, et supposse le % les plus important surla CA total d’HIMEL’. Not in vain did it provide 21% of theturnover in 2001. Parallel to this, manufacture continued ofCRS, which had a relatively marginal proportion of HIMEL’sturnover (some 0.44% in 2001).5.8.2 The ‘ALTO Project’:from OL to OLNThe EAE ‘ALTO Project’ was started in June 1994 andwas aimed at providing the division with a central body ofa common range for the three brands, HIMEL, SAREL andTelemecanique. The central responsibility for the project laywith SAREL, and it was managed by S. Kaczmarek. Theintegration of the project in Capellades began in April 1995.One of the objectives set out was to ‘get out of the legaltechnicalimpasse […] due to problems of patents’ and‘reduce the PRU cost by 20%’. This model was to replacethe OL-2000 and ‘positive consequences are predicted byproviding the definitive replacement of the GRT, HF and KMranges’. The final aim was to achieve a reduction in the unitcost compared with its predecessor, OL. Between Octoberand December 1995, the actions were started to launchit on the Spanish market, and it was planned to marketthe product in February 1996, although this was delayeduntil April. Presentations were made in the regional officesbetween April and July in line with the programme drawnup by Conrad Xaus, the sales manager for metal products.The result of these meetings was the compilation of a seriesof problems and comments. Manufacturing of OL cameto an end in 2000 while OLN went from 18,292 cabinets to34,041 in 2000, accounting for 8% of HIMEL’s total turnoverin 2001.359
o de 1996, aunque se demoró hasta abril. Entre abril y juliose realizaron presentaciones a nivel de delegaciones segúnprograma realizado por el responsable comercial de productometálico: Conrad Xaus. El resultado de esas reuniones fuela recolección de una serie de problemas y comentarios. ElOL dejó de fabricarse en 2000 mientras que el OLN pasó de18.292 armarios a 34.041 en 2000. Su aportación a la facturacióntotal de HIMEL fue del 8% en 2001.5.8.3 La aparición del CMOA inicios de 1997 también se identificó la necesidad de renovarlos armarios monobloc de HIMEL (el CMS en este caso)y los modelos similares producidos por el resto de empresasdel grupo. Se mencionaba en el dossier de síntesis delproyecto que a pesar de los cambios realizados “leur situationactuelle est déphasée par rapport à celle de notre concurrence”.Esta situación era señalada como el origen dela cierta presencia de mercado de los productos de HIMEL(junto a los otros de “Schneider” en el mercado). Esta voluntadse tradujo en el proyecto ARMET iniciado en mayo de1996. Puntos importantes del proyecto eran hacer compatibleslos accesorios del armario en “Proyecto Alto” (OLN), darla sensación de rigidez, facilidad de montaje. El responsabledel proyecto fue Pere Palau. El resultado fue el CMO lanzadocomercialmente en abril de 1998. En 2001 su aportación altotal facturado por HIMEL fue del 9%.5.8.4 Los envolventes de aceroinoxidable, los pupitres y otrosLa gama de envolventes de acero inoxidable vivió dos cambiosimportantes. El primero consistía en ampliar la oferta decoffrets CRSX con una gama de armarios de mayor tamaño.El resultado de este proyecto fue el CMSX cuya concepciónse inició en enero de 1993. De este modo se pretendía aprovecharel conocimiento del mercado y de proveedores paralanzar al mercado un producto nuevo. Las potenciales aplicacioneseran la industria agroalimentaria (lechera y vinícola,principalmente) y la química.El segundo cambio importante procedió de una política deracionalización en julio de 1996. Fue el proyecto llamado5.8.3 The appearance of CMOIn early 1997, the need was also identified to renew HIMEL’smonobloc cabinets (the CMS in this case) and the similarmodels produced by the rest of the companies in the Group.It was mentioned in the summary dossier that despite thechanges made, ‘leur situation actuelle est déphasée par rapportà celle de notre concurrence’. This situation was pointedout as the origin of the certain presence of HIMEL’s productsin the market, along with the other Schneider products. Thisdesire bore fruit in the ARMET project, started in May 1996.The major points of the project, which was managed by PerePalau, were to make the cabinet accessories compatible inthe ‘ALTO Project’ (OLN), give the sensation of rigidity andease of assembly. The result was the CMO, launched on themarket in April 1998, and by 2001, it accounted for 9% ofHIMEL’s total turnover.5.8.4 Stainless steel enclosures, desksand othersThe stainless steel enclosure range was going through importantchanges. The first consisted of increasing the range ofCRSX coffrets with a series of larger cabinets. The resultof this project was the CMSX, first conceived in January 1993,with the aim of making the most of knowledge of the marketand of suppliers to launch a new product on the market. Thepotential applications were the agricultural food industry, primarilymilk and wine, and the chemicals industry.The second important change came from a rationalisationpolicy in July 1996. This was the COMET project, aimed atstrengthening this product range in which neither HIMEL norSAREL were leaders. At that time, a greater market growthpotential was seen in stainless steel than in standard sheetmetal as a result of its growing presence in areas with sanitarylimits. In any event, that year they accounted for just 6%of the total consumption of coffrets in Europe. SchneiderGroup products, for which read HIMEL, had just 10% of theSpanish market. Production of stainless steel cabinets continuedto be outsourced as their manufacture in Capelladeswas hindered by the space and investment demands360
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Page 5 and 6: 5.2 Schneider Electric: un grangrup
Page 7 and 8: sola a “Merlin Gerin”, como dej
Page 9 and 10: nes de las sociedades “Telemecani
Page 11 and 12: Unipersonal”, hecho que simboliza
Page 13 and 14: de envolventes y el tercero mundial
Page 15 and 16: Vicente Soto, en 2002 ocupa el carg
Page 17 and 18: Gráfico 5.1 Evolución de la plant
Page 19 and 20: 3 La renovación de la plantilla de
Page 21 and 22: negociando el traslado de los opera
Page 23 and 24: 5.4 La fábrica de Capelladescontin
Page 25 and 26: dirección de fabricación han sido
Page 27 and 28: 7 A finales de 2001 se adquirió pa
Page 29 and 30: 5.4.3 El reforzamiento del JIT,la a
Page 31 and 32: Como solución a la saturación de
Page 33 and 34: 5.5 La fábrica de Molins de ReiEn
Page 35 and 36: inversión total de 15 millones de
Page 37 and 38: A escala de grupo existía una conf
Page 39 and 40: 15 Los dos más importantes cambios
Page 41 and 42: 5.5.3 La centralización de servici
Page 43 and 44: 5.6 El almacén de PallejàComo ya
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Page 47: Dirección de EAE, afectando, por t
Page 51 and 52: COMET con el que se pretendía refo
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Page 55 and 56: 5.9.1 La reformulación del PLM:el
Page 57 and 58: 5.9.2 El “Proyecto Apollo”: el
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Page 63 and 64: 5.12 Informática:la necesidad de c
Page 65 and 66: 5.14 La gestión medioambiental yla
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Page 69 and 70: 70Gráfico 5.2 Porcentaje de las ve
Page 71 and 72: 19 Una de las principales fuerzas d
Page 73 and 74: Cuadro 5.2 / Table 5.2Distribución
Page 75 and 76: mos años, respondiendo a la estrat
Page 77 and 78: Cuadro 5.3 / Table 5.3Distribución
Page 79 and 80: 22 En la política exportadora deHI
Page 81 and 82: La situación de la empresa filial

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