greenfield project to the TyssenKrupp board of directors. But, because the metalcasting business was not prioritized at that time, the project was not approved. Te reces- sion the next year ensured any plan to enter the Mexican market would be shelved. Now, considering Hitachi Metals’ willingness to


extend ROI, such a project could be in the foreseeable future. Waupaca Foundry has received encouragement mainly from its automotive customers because it would be able to supply large volumes in relative proximity to many major assembly plants. “Having a global footprint has always been a part of


our long-term strategy,” Gigante said. “We want to be in Mexico, Hitachi Metals wants us in Mexico and our customers want us to be there.”


Building on Common Ground With such comprehensive plans for the future, the


excitement extends from the executive levels of Hitachi Metals all the way down to Waupaca Foundry’s shop floors. Much of the uncertainty that accompanied previ- ous ownership appears to be transformed into optimism for what’s to come. A number of “quick wins,” as they’re calling them


internally, come along with combining the capabilities of Waupaca Foundry and HMAC, which formally merged April 1, 2016. For example, the two companies can share accounts payable and receivable services. Best practices are shared. Both Hitachi Metals and Waupaca brands can be cross-sold to open up both sides to new customers. Additionally, benchmarking exercises after the acquisi-


tion allowed both Hitachi Metals and Waupaca Foundry to identify best practices that could be standardized across all facilities. For example, a method of problem resolution that Waupaca Foundry began under KPS ownership has been implemented across its North American casting, machining and assembly operations. Te workforce is divvied into four levels: Level 4 being on the shop floor, 3 being foremen, 2 the superintendent and 1 operations management. “Level 4 can try to solve the problem before it goes


to Level 3,” said Joey Leonard, executive VP, human resources. “Employees are able to make changes them- selves, instead of a top-down process. We went from management ownership to operator ownership. Since then, we’ve seen improvements in productivity and qual- ity.”


Te Hitachi Metals acquisition has impacted Waupaca


Foundry from day-to-day operations to long-term plan- ning. But a sense of stability accompanies these changes, allowing the metalcaster to best position itself for the future. “It feels really good to be back in this position again, to


be investing in our future,” Gigante said. “Tis is a chance to move forward, being a part of a larger company with a metalcasting backbone.” ■


Џ造铸加增ւ西墨֨望٥，ਟ鼓Չוћ我，此֜，务 务。ȕ


年ӹ就է蒂森ұ虏Ѳ董зѫ提с ֨早՛Ҹ卡٧沃 是Љ务Џ造铸时当йं，是Ѹ。ӦઋՇ开ऩ项ङ֑完д ੰ济经ङ来Ј接৲。过通经未ऩ项થ，务ЏيՇүѩ 。д置搁ੴ都ӦઋѾѠङ֫١ւ西墨ҵ进҅，退 境，限时ङ报֛资投д长延֝集ً金立日йं，֨现


已՛Ҹ造铸卡٧沃。实现О成ਈՕ۵Ӧઋ资投ङԴગי 边յОљՕر՛ҸО֜，馈Ն极॥ङ户客车汽дӱ得经 。սфङ量ם应供Դ工装ুך很ङ يՇ期长ङћ我是फ一务Џ球Ҷם扩Ȕ：પKZTGMO- 我望٥Э֝集ً金立日、֫١ւ西墨ױरћ我，ऋ战 建里那֨ћ我望٥Э户客ङћ我，֫١ւ西墨ҵ进ћ Դ。ȕ


ىՆբ求 ы工ङ՛Ҹ造铸卡٧沃ӱك੧执ङ֝集ً金立日ђ


权有۱З一ӹ。ҽ高常非ӱ感都ӦઁيՇङ面Ҷ՛Ҹث 观Щङ来未ثО化转ر都প֜定ेЉך很ङ֨存И系Ҽ 预测。 ，应效生ӄङપ۱ћѕ是就Э，果效ङ影见竿立ך很


合式正՛Ҹ)'3.չ՛Ҹ造铸卡٧沃日 年 月 ֨ 应չ款і应цһљՕ՛Ҹ؟Д这，ײ҆。生фФ随ե并 沃չ֝集ً金立日。验经ҁ工ङ҄最цӣ，务服ङ款收 方ՅО，։销Ղс、力ҙबлљՕ牌սङ՛Ҹ造铸卡٧ 赢得新客户。 沃չ֝集ً金立日҅љՕЏҁ化ӕ标ङե购收，י此


流化ӕ标用采Դ工有۱҅，法ҟ҄最定े՛Ҹ造铸卡٧ આङ用采՛Ҹ造铸卡٧沃，Ј理管ङ961֨，ײ҆。३ 间车装ুչԴ工加、Դ造铸有۱ङ区֪২北ҿ֨案方Ӑ 应用。Ҹ՛մ工ӣО Зঈ级：আ ঈ级是车间工ы、আ ঈ级是工长、আ ঈ级是П管，আ ঈ级是运ੈ管理。 Ȕআ ঈ级մ工Օљਘ己આӐङ问题就Љ需要আ


ঈ级մ工ङ协助，ȕы力资源部副总裁0UK_ 2KUTGXJ પ：Ȕմ工ਘ己就ՕљઆӐ问题，৲Љ是依靠ਘЇ৲Ј 题问ङكҁ操ӱك理管ђ是ङ用采ћ我ӹљ。式方ङ ૅսфչ率效ф生高提ਈ۵ћ我，եФ革改。式方Ӑઆ 量。ȕ


ङ面Ҷд生ф՛Ҹ造铸卡٧沃ث购收ङ֝集ً金立日 造铸卡٧沃҅定६是Ѹ。Ӧઁ期长ӱੈ运常日ђ，ր影 。ѹ定ङױ更ҟيՇ来未О՛Ҹ 现՛Ҹ，ױ常非ѹ定ङ样这ӱ֛次ӇȔ：પKZTGMO- Ҹ造铸卡٧沃，ѫ机ङيՇ՛Ҹ是这，来未Ӧ谋љՕ֨ ■ ȕ。ӣ部一ङ՛Ҹםङ务ЏੈП造铸有拥О成已现՛


40 | FOUNDRY-PLANET.COM | MODERN CASTING | CHINA FOUNDRY ASSOCIATION June 2016


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