by Cleopatra Cats |
Manufacturer of interconnection solutions for applications in harsh environments, such as aerospace and defence, Nicomatic has a connector portfolio of over 50 million design combinations. Production activities in the French plant are 100% integrated: all stages of product manufacture (mechanical and plastic machining, bar turning, cutting, assembly, logistics, research and development, support services) are carried out in-house. Over the last ten years, the company has recorded double-digit growth, with an annual turnover of €45 million.
The full article is published
on the issue 9 of Elettronica AV
Nicomatic has two presidents - Julien and Olivier Nicollin - who take over the management of the company every three years. In 2012, Julien was in India opening a production facility and realised that the company was too focused on its French plant, its procedures and key performance indicators to risk losing sight of customer needs. A change was needed and the decision was made to invest in their employees. The result? 95% of Nicomatic's employees recommend the company to others.
Nicomatic's action plan towards free leadership
First, it was decided to give Nicomatic employees the confidence to act firmly and make decisions. In 2012 - 2013, employees stopped working strict office hours and were allowed to organise themselves according to their own needs. In addition, they were given unconditional access to office supplies, vehicles and company credit cards, with no obligation to justify their use.
The next step was to develop autonomy: the teams were allowed to organise themselves and determine how they would work together. Responsibility for plant expenditure was then transferred (for example, bar-turners can choose and purchase the machines they use).
The third phase was devoted to understanding the new methodology adopted and based on several points:
- Joint strategy development | Until now, the company's strategy was developed by its chairmen or administrative committees, but from 2015 this process was extended to any employee who wished to take part. Today, anyone can participate and contribute to the definition of strategic decisions consistent with Nicomatic's vision.
- A shared vision and common values | The company has built a comprehensive philosophy centred on its values and vision. For example, the European strategy for 2021 is based on six main directives, which each team can implement at its own level.
- Putting customers at the heart of the company | Nicomatic places customers at the heart of its organisation, even talking about 'love' for customers rather than customer satisfaction. This may raise eyebrows, but it remains an essential principle.
- Network organisation | Today, as many "Nicomaticians" as possible have contact with customers. This is the result of three organisational changes since 2012, which have enabled the company to evolve from a company structured according to functions (HR, sales, planning, etc.) to one that operates with a network organisation. The company now uses production 'mini-workshops', each of which manages all phases of a project, from receipt of customer requests to delivery. For example, there is no planning department; the planners interact directly with the mini-factory that needs the particular project of a particular customer; in turn, the mini-factory interacts directly with the bar-turners and other departments. The concept of 'boss' has been abandoned. Previously, managers were the top technical experts or those in a commercial function. Today, management is achieved through autonomous teams and if there is a manager, this person has the role of facilitator/assistant/coach, who is responsible for the professional growth of the teams.
The fourth step was to improve the well-being of employees. There is a crèche on the company premises, employees have flexible working hours, and there is the possibility of teleworking both independently and in groups. Every Thursday afternoon, during company hours, there is a free sports activity, from yoga to basketball, in which everyone is encouraged to participate, in the belief that healthy employees are productive employees.
Finally, space has been given to creativity and professional growth. Each employee can spend 10% of his or her time on non-work related activities, such as going to conferences or visiting other companies. The time spent in this way is not monitored; it is an incentive and people spend between 2% and 30% of their time in this way. Employees can also sign up to work on internal projects in which they are interested; these are not formally structured, such as a working group of non-human resources experts set up three years ago to study best practice in pay and profit-sharing rules.
The full article is published
on the issue 9 of Elettronica AV
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