Odemar B.V. (Q4010914): Difference between revisions
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(Changed label, description and/or aliases in en, and other parts: Adding English translations) |
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Odemar B.V. | |||||||||||||||
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Odemar is a leading machine factory with over 50 years of experience in industrial supply. In the coming years, Odemar wants to automate the production process. In the long term, the aim is to allow part of the production to take place unmanned. In this way, Odemar aims to maintain or strengthen the market position. The rolling automation leads to major job shifts. For example, employees who now operate the machining machine will increasingly have to perform programming work (CAM). But automation also affects the employees of the company office. The new strategy therefore has profound consequences for the employees in relation to the competences requested. Odemar’s starting point is to keep all employees sustainably employable. In order to achieve this sustainable employability, employees will need to have skills that are not yet well developed. Employees will have to operate more flexibly and be multi-employable. The advantage of this new approach is that the internal mobility of staff increases because choices in the design of process standardisation are made by the team and no longer by individual employees. This must of course be in line with the possibilities and ambitions of the employees themselves. First of all, competence matrixes of the different functions will be drawn up. The extent to which the competencies and ambitions of the employees correspond to the job profile is then assessed per employee. Individual growth opportunities will have to be determined. A training plan will be drawn up for each employee to ensure the upskilling of skills gaps. In order to manage this process, the services of advisor Maarten Woertman (Vosteq) are used. Employees will be actively involved in improving the organisation of the work during a number of sessions. (English) | |||||||||||||||
| Property / summary: Odemar is a leading machine factory with over 50 years of experience in industrial supply. In the coming years, Odemar wants to automate the production process. In the long term, the aim is to allow part of the production to take place unmanned. In this way, Odemar aims to maintain or strengthen the market position. The rolling automation leads to major job shifts. For example, employees who now operate the machining machine will increasingly have to perform programming work (CAM). But automation also affects the employees of the company office. The new strategy therefore has profound consequences for the employees in relation to the competences requested. Odemar’s starting point is to keep all employees sustainably employable. In order to achieve this sustainable employability, employees will need to have skills that are not yet well developed. Employees will have to operate more flexibly and be multi-employable. The advantage of this new approach is that the internal mobility of staff increases because choices in the design of process standardisation are made by the team and no longer by individual employees. This must of course be in line with the possibilities and ambitions of the employees themselves. First of all, competence matrixes of the different functions will be drawn up. The extent to which the competencies and ambitions of the employees correspond to the job profile is then assessed per employee. Individual growth opportunities will have to be determined. A training plan will be drawn up for each employee to ensure the upskilling of skills gaps. In order to manage this process, the services of advisor Maarten Woertman (Vosteq) are used. Employees will be actively involved in improving the organisation of the work during a number of sessions. (English) / rank | |||||||||||||||
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| Property / summary: Odemar is a leading machine factory with over 50 years of experience in industrial supply. In the coming years, Odemar wants to automate the production process. In the long term, the aim is to allow part of the production to take place unmanned. In this way, Odemar aims to maintain or strengthen the market position. The rolling automation leads to major job shifts. For example, employees who now operate the machining machine will increasingly have to perform programming work (CAM). But automation also affects the employees of the company office. The new strategy therefore has profound consequences for the employees in relation to the competences requested. Odemar’s starting point is to keep all employees sustainably employable. In order to achieve this sustainable employability, employees will need to have skills that are not yet well developed. Employees will have to operate more flexibly and be multi-employable. The advantage of this new approach is that the internal mobility of staff increases because choices in the design of process standardisation are made by the team and no longer by individual employees. This must of course be in line with the possibilities and ambitions of the employees themselves. First of all, competence matrixes of the different functions will be drawn up. The extent to which the competencies and ambitions of the employees correspond to the job profile is then assessed per employee. Individual growth opportunities will have to be determined. A training plan will be drawn up for each employee to ensure the upskilling of skills gaps. In order to manage this process, the services of advisor Maarten Woertman (Vosteq) are used. Employees will be actively involved in improving the organisation of the work during a number of sessions. (English) / qualifier | |||||||||||||||
point in time: 16 January 2022
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Revision as of 08:46, 16 January 2022
Project Q4010914 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Odemar B.V. |
Project Q4010914 in Netherlands |
Statements
50.0 percent
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7 March 2017
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7 March 2018
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Odemar B.V.
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7591BK
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Odemar is een toonaangevende machinefabriek met ruim 50 jaar ervaring in de industriële toelevering. De komende jaren wil Odemar het productieproces verregaand automatiseren. Op termijn is het doel om een deel van de productie onbemand plaats te laten vinden. Hiermee beoogt Odemar de marktpositie te behouden of te versterken. De voortschrijdende automatisering leidt tot ingrijpende taakverschuivingen. Zo zullen medewerkers die nu bijvoorbeeld de verspaningsmachine bedienen, steeds vaker programmeerwerkzaamheden moeten uitvoeren (CAM). Maar ook voor de medewerkers van het bedrijfsbureau heeft de automatisering gevolgen. De nieuwe strategie heeft dus ingrijpende consequenties voor de medewerkers in relatie tot de gevraagde competenties. Uitgangspunt voor Odemar daarbij is dat men alle medewerkers duurzaam inzetbaar wil houden. Om deze duurzame inzetbaarheid te bewerkstelligen zullen medewerkers moeten gaan beschikken over competenties die nu nog niet goed ontwikkeld zijn. Medewerkers zullen flexibeler opereren en multi-inzetbaar moeten zijn. Voordeel van deze nieuwe werkwijze is dat de interne mobiliteit van het personeel toeneemt omdat keuzes bij de inrichting van de processtandaardisatie door het team worden gemaakt en niet meer door individuele medewerkers. Dit moet uiteraard goed aansluiten bij de mogelijkheden en ambities van de medewerkers zelf. Allereerst zullen competentiematrixen worden opgesteld van de verschillende functies. Vervolgens wordt per medewerker getoetst in hoeverre competenties en ambities van de medewerkers aansluiten bij het functieprofiel. Individuele doorgroeimogelijkheden zullen moeten worden bepaald. Per medewerker wordt een opleidingsplan opgesteld om de bijscholing van ontbrekende competenties te waarborgen. Om dit proces in goede banen te leiden wordt gebruik gemaakt van de diensten van adviseur Maarten Woertman (Vosteq). Medewerkers zullen gedurende een aantal sessies door de adviseur actief worden betrokken bij de verbetering van de organisatie van het werk. (Dutch)
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Odemar is a leading machine factory with over 50 years of experience in industrial supply. In the coming years, Odemar wants to automate the production process. In the long term, the aim is to allow part of the production to take place unmanned. In this way, Odemar aims to maintain or strengthen the market position. The rolling automation leads to major job shifts. For example, employees who now operate the machining machine will increasingly have to perform programming work (CAM). But automation also affects the employees of the company office. The new strategy therefore has profound consequences for the employees in relation to the competences requested. Odemar’s starting point is to keep all employees sustainably employable. In order to achieve this sustainable employability, employees will need to have skills that are not yet well developed. Employees will have to operate more flexibly and be multi-employable. The advantage of this new approach is that the internal mobility of staff increases because choices in the design of process standardisation are made by the team and no longer by individual employees. This must of course be in line with the possibilities and ambitions of the employees themselves. First of all, competence matrixes of the different functions will be drawn up. The extent to which the competencies and ambitions of the employees correspond to the job profile is then assessed per employee. Individual growth opportunities will have to be determined. A training plan will be drawn up for each employee to ensure the upskilling of skills gaps. In order to manage this process, the services of advisor Maarten Woertman (Vosteq) are used. Employees will be actively involved in improving the organisation of the work during a number of sessions. (English)
16 January 2022
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Identifiers
2016EUSF201982
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