Detail information

Fagor Ederlan has taken a step forward in its process of adapting to the technological and sustainability requirements of Industry 4.0.

Within an increasingly competitive scenario driven by digital transition, we at Fagor Ederlan consider it essential to lay the foundations for the future by pulling together to identify needs, establishing solutions and adapting our processes to the demands of Industry 4.0, as well as our strategies and processes to the “Industry 4.0” paradigm.

Based on both this and the principles of our corporate model, in which sustainability and technological innovation act as the main strategic threads, we have promoted a digital transformation plan that will guide many of our actions in the coming years and define new ways of engaging with our customers, and even to understand and develop the business model.

Accordingly, we have established a roadmap from a digital transformation perspective, combining digital technology, organisational culture and the lean industrial process:

“Our strategy is aimed at future trends within the sector, among which being absolutely necessary to define a Digital Transformation Plan that would bring us closer to the currently emerging competitive scenario, for which it was necessary to define a route and priorities” says Jesús Fernández, Director of Digital Transformation at Fagor Ederlan.  

Diagnosis and analysis

To do this, we have relied on the consultants ARN and Nunsys, experts in organization and technology who, together with a multidisciplinary team, have carried out an in-depth diagnosis based on the four mainstays of the Lean Digital model: Strategy, People, Processes and Technology.

A total of 15 consultants from ARN and Nunsys have participated, specialists in strategy definition and deployment, process optimisation, technology enablers, industry, cybersecurity, talent management and upskilling.

This diagnosis and analysis process has resulted in 59 guidelines structured around 9 interconnected macro-projects, which represent our roadmap, involving members of the steering committee and key people from within organization who have allowed us to question, draw conclusions and define a digital roadmap for the coming years.

According to Yuri Noda, head of the Ederlan Lean Digital project, “thanks to this diagnosis we have consolidated a roadmap with a holistic vision for digital transformation adapted to our character, taking both the demands of the sector and our own culture into account. Moreover, this has helped us to complete and validate our strategic thinking, outlining the major guidelines necessary for the coming years”.

During the digital transformation project start-up phase, we are delving deeper into each of the initiatives and changes that have been proposed in the diagnosis, with the aim of putting these into action.

At present, we are already studying each of the defined strategies in depth and launching ambitious initiatives and projects that should result in improved competitiveness, the positioning of our businesses and, in general, our ability to generate value.