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Cranchi History |
In Cranchi history you can read about everything from editorial, magazine reviews to Cranchi news. Following chapters are available: Editorial, Tailor-Made Facilities, A New Dimension in Space.
"Making Work a Source of Continuos Learning."
This has always been one of my partner Tullio Monzino and my favorite mottoes, one which we have consistently sought to instill in our employees with enthusiasm and conviction. Our business is in what we like to define as a "continual state of evolution". This is because the lessons we learn in our daily experiences and from our constant interaction with the newest and most advanced sectors of industry have become part of our cultural and professional heritage, greatly enhancing our know-how. And I am convinced that the future belongs to those businesses and companies who will be capable of learning how to carve out and create their own future. The ability to learn more quickly than one´s competitors will represent the sole true competitive edge which companies will be able to sustain.
In an era like our own, with industries becoming more and more interconnected with a growing number of complex and dynamic businesses, work will increasingly need to be synonymous with learning. To keep up with the rapid and inexorable change in the external business environment, it will no longer suffice for a business to have a select group of individuals who continue to learn, while another, much larger group of employees merely carries out directions. For these reasons, I firmly believe that truly successful organizations will be those excel in discovering and making use of each individual´s commitment and ability to learn. Motivating people, helping them to grow, instilling in them the desire to improve -these are the tasks which any entrepreneur must come to views essential, if he wishes to improve his product. Creating a business capable of learning means focusing on human resources, and making work a continual source of learning. For this to be achievable, individual must be empowered to experiment with their own ideas, to see for themselves whether they are effective. They must be allowed to make mistakes, and to transform their errors into valuable experience.
In order to induce individuals to align themselves more enthusiastically with these fundamental business concepts. I have set up economic incentives within my business rewarding valuable or "intelligent" suggestions. Proposals for improve are, after all, much more likely to steam from those who are directly involved and affected by the outcome, rather than from someone "coordinating from above" who, however, any "hands on" involvement in the day-to-day operations. Initiatives like this contribute to improving manufacturing systems, and hence product quality while at the same time having a positive effect on individuals, who due to their involvement first as "thinkers", and then as performers, derive greater satisfaction and actively participate in the success of their company. As we have seen, our business has succeeded in evolving, and continues to do so.
Within the company, it is easier to convey the principals we believe in, and then applied. On the other hand, in working with dealers and suppliers outside our business, it is not always easy to arrive at a shared values or a "common language". Human materials is, after all, the most difficult to mold, as we all know. In order to ensure that our corporate philosophy is communicated, and also to see problems from our commercial partners points of view, we cultivate dialogue that is always multilateral, and never generally succeed in obtaining attest to the fact that we have chosen to the right route.
Aldo CRANCHI
A considerable investment. But this is also one of the ingredients of our success. Perhaps the key to our long-term prosperity has been our continuos efforts in research and innovation, our constant updating of manufacturing facilities and experimentation with new machines. We were pioneers in adopting the first robot for painting: it was the first time that such sophisticated automation had made any inroads into boat-building. To this day, our robot is a rarity, a goal which all companies strive toward, but which only a select few achieve. And a second robot is about to come on line in our new ATLANTIQUE 48 production facility. Here, we have set up a highly functional assembly line which is in complete compliance with all relevant safety and environmental standards, enabling us to improve product quality and employee quality of life. Se simply refused to skimp on anything. All of the departments required for independent and planned production are resent at the plant: the Hull Molding Department, Wax Dept., Extraction Dept., Mold Maintenance Dept., Pre-Assembly Dept., Assembly Dept., Engine Dept. and finally Testing Department. All departments have been compartmentalized, both for ecological(cleanliness) reasons and for the sake of noise reduction. Special techniques have enhanced sound-proofing of the individual departments. For removing dust and fumes, highly sophisticated equipment was installed which guarantees a complete exchange of air in the Hull Molding Department(equivalent to 20 cycles per hour).
The department stands out for the whiteness of its walls, which are more reminiscent of a clinic than of an industrial work environment. Painting/Robot Dept. a 2nd, even more sophisticated robot has come on line, equipped with the latest technological innovations. Like the one already in use, it will be employed for gelcoating. In this department - due to pressurization needs - air exchange is continuos(40 cycles per hour). The new complex has a total 5 bridge cranes, ranging in load bearing capacity from 5.000 to 20.000 kg. One fact: to install the floor heating, all of 27 Km of copper tubing was required. Heavy machinery and automation have eliminated the most tiring and repetitive operations, paving the way for an even greater "intellectual" contribution by labor. On our assembly lines, the human element has returned to full significance. Only yesterday, the worker was merely told to be intelligent, to obey the instructions received.
In a different approach, CRANCHI, has asked workers to contribute directly to improving production, furnishing them with all of the means and instrument necessary to carry out this request. In this area, the thorough planning which has always been one of our company´s hallmarks has reached nearly unsurpassable levels: each operator occupies a single position or "work island", where he can perform his task in complete autonomy, without needing to leave his station. Pre-tested materials arrive directly at his position via an electronically programmed conveyer system. And since only workers who are not physically fatigued, and who experience difficulty in carrying out the various maneuvers are capable of thinking and making contributions, we have also rationalized all of the operations. For example, operations requiring raised arms have been almost completely eliminated. The entire plane, as has been the case for quite some while throughout the boatyard ad, has been outfitted with platforms of a comfortable height along the entire length of the assembly line.
to be sure, ergonomics, or the discipline which studies the interaction of the human work and machines , in order to better meet workers psycho-physical needs, was not our invention. But we have always done our utmost to apply the discipline correctly, often ahead of what is anything else taking place in boat-building industry.
We should like to extend our thanks to our employees and suppliers. Although working in an environment fraught with what are often "convoluted" norms and legal regulations, with outstanding results, the have succeeded in achieving the goal we set ourselves at the start: the creation of an ideal factory.
" Today we proudly present Atlantique 48"
Atlantique was born making full use of the technological expertise our company has accumulated in over 125 years of business activity. A heritage enriched by the experiences passed from father to son, generation after generation - today, we are already on the 5th generation!
But we didn´t stop there: we wanted to create an extremely innovative watercraft, and to do so, we intensified our research efforts, following the trails blazed by the most technologically evolved industries. Our research center started from an "intelligent analysis", free from prejudices, from any of the features which constitute flying-bridge models. This analysis also took into consideration not only our ATLANTIQUE 48, but also other fly models built by the competition, combining the study with our experiences of the numerous fly yacht owners we interviewed, finally arriving at a "map" or "plan for improvements". This then became or "guiding light", which can be summarized in the following points:
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Today, with the project at completion, we can truly sat that that the plan was carried out. Everything which we we set out to improve has indeed BEEN improved. Of course, our designers were amply assisted by their CAD/CAS/RENDERING equipment, instruments which are indispensable for rapid and accurate development of designs.
We are more than satisfied with the results we´ve achieved. At first glance, ATLANTIQUE 48´s soft but decisive lines can be observed, lines which were obtained without resorting to the sort of stylistic "tours de force" which are pleasing at first, but are soon found tiresome. And at any rate, our vessel´s designs are never orientated toward the fashions of the moment, but rather toward expressing originality.
