Camozzi Machine Tools, the synergy of two historical brand names.


June 22 2011
The integration project between Innse-Berardi and Ingersoll presented in Rockford.

In July 2010, the Camozzi Group, launched an integration project in the Machine Tool division involving Innse-Berardi and Ingersoll Machine Tools.

Despite the recent challenging economic situation significantly affecting the machine tools sector, the board of the Camozzi Group decided nevertheless to continue investing in the development of synergies between these two companies. Both are globally renown for their profound know-how, experience in the strategic industrial sectors and advanced technologies.

The synergy of these companies results in improved efficiency of the internal processes on one hand, and renders commercial activities and research & development more cost effective and competitive on the other. In the second semester of 2010 a transversal work team, supported by the collaboration of Bain E Co, a leader in strategic consulting, outlined various initiatives necessary to integrate, uniform and standardize procedures applicable to both companies.

The project itself has involved 10 different departments, including 40 people in total between the two companies implying over 1000 working hours. In particular the project can be divided in two phases: study/planning phase (between July and December 2010) and the implementation phase (between September 2010 and June 2011).

The initiation of the project was characterized by the creation of a working group guided by a committee consisting of the President of Camozzi Group Cav. Attilio Camozzi, the CEO and vice-president Lodovico Camozzi, and the President of Ingersoll Eng. Tino Oldani. This working group is led by Dr. Mario Camozzi and comprises management of purchase, sales, application,Research & Development, human resource, quality, controlling and IT.

The team has relied on the collaboration and support from Bain and Co at every specific phase of the project. For every observation following indepth analysis, respective measures have been implemented. In the purchase department for e.g. application of standardisation processes of the main functions, examining each companies’ respective vendor register, merging to one single register, analyzing and reviewing the agreements and general purchase conditions, standardizing the documentation (the “new info on the sales rep.” or “Supplier Questionnaire to mention a few examples”). As regards the applications department, a common Application center has been set up in order to reinforce and share the know-how in each company's possession.

The main objective being to increase the client’s production level by being able to increment and generate a high value machine. Consequently different and innovative solutions are developed within and for each division, while the existing applications become common knowledge in fields such as machine cycle studies, the realization of part programs, development of tools and other equipment. Thanks to a close relationship with the clients, this function will be able to provide essential first hand feedback to the technical/commercial offices regarding real requirements in terms of productivity. This information is used as a guideline for future product development. Another unified and coordinated strategic activity is with Research & Development. A common organisation with one person responsible, to which the engineers of both companies report. The focus on Research & Development is fundamental in order to be able to face a competitive international market with a common product line.

The department is constantly updated w ith information regarding technological innovations and intellectual property of both companies, and has a clearly defined mission summarizing the criteria for success in a harsh competitive environment; Conceive, plan and develop new products, improve existing products, processes and internal solutions (machine modules for instance), i) meet customers' requirements, ii) with a value proposition greater than the competition (in terms of cost, reliability etc) and with iii) aspire to attain technical leadership. In human resources, synergisation of various measures have been enforced, since November 2010, regarding everything from selection of the staff, corporate reorganization, classification and salaries to promotion programmes. A common database has been created serving as a reference for both companies.

The procedures for industrial accounts have been unified, the corporate image likewise, through the new website of Innse-Berardi and the Group in general. Two sales directors have been appointed, Mr Franco Torconi. Ing. of Innse-Berardi, and Mr Mike Reese of Ingersoll. Operating in unison to collectively confront the market allows them a more extensive range of common products, and commercial presence, in turn increasing the level of service and generating further sales opportunities.

With this decision, a geographical restructuring of the commercial sector has been employed. 8 macro areas have been defined, 5 of which are presently managed by a branch office, and 3 by an area manager and network of local agents. The 5 macro areas with branch offices are: North America, China, Russia and ex Soviet Union states, Germany and German speaking states and Europe; whilst the operation through agents is attributed to India and the Middle East, Far East and Australia. This integration project is both articulated and complex, however we are confident that the effort of all involved will be reflected in overall growth and results of the whole division.