How can a Swiss family-owned company still be considered synonymous with quality and top performance in different industries and continents after its 100-year existence? The long-standing know-how of its employees, a diversification of the product range and trend-setting technologies are just as much responsible for this as critically examining the changes in the company's strategies and structures.
How has the company culture changed to the present day? How does the interaction of all departments contribute to the company's success? In order for a company's bureaucratic system to drive rather than hinder change, companies must proactively face the challenges of the future. Put their own organizational structures, communication channels and processes under the microscope, overcome silo thinking and work together. What is needed are "bridge builders" who consistently focus on customer orientation and concentrate on processes and employees. Like our interview partner of the month, who has always been fascinated by bridge building.
As Chief Operating Officer of Ferrum AG, he oversees the international production and assembly network (Operations) of the technology company based in Schafisheim. The family-owned company with a 100-year tradition is a reliable partner to the food and beverage industry as well as the chemical and pharmaceutical industries. With its can seaming machines and centrifuges for process technology, the Swiss company with a global presence is a byword for state-of-the-art technology, quality and reliability. Most recently, decanters have been added to the separation technology portfolio. These are used in a wide variety of industries, for example in municipal wastewater technology or in the production of olive oil.
Learning technology from the ground up, Thomas Trampenau worked his way from the vice through design and project management to operations management.
Using the "Lean Management" approach, he promotes productivity, optimizes purchasing and the supply chain, among other things, by merging the different cultures of the individual business units. Learn more about our Person of the Month and his professional habits in the interview.
Mr. Trampenau, if you had taken a different path when you were younger, what would you have become?
"Building houses and bridges - the latter also in a figurative sense - has always interested me. The whole process is very varied: a creative start with planning and a finished end product in the form of a building. But deciding on just one role would have been difficult. A mix of architect, civil engineer, project manager and infrastructure developer would have been very exciting. But I am more than happy with my career and my current job. I deal with many interesting people and technologies, can develop my skills and implement ideas. In short, I can realize myself in my work and I appreciate that very much."
What would you work for free for a week?
"I would get involved with an aid organization that needs exactly my know-how, e.g. providing development aid for infrastructure deficits. Based on several trips to India, I could well imagine a commitment in this country. I am also impressed by the bilateral vocational training cooperation Switzerland-India. I think this cooperation is a project worth promoting."
What was the best professional advice you ever received?
"This makes me think of two pieces of advice, one concerning organizational matters and the other concerning interpersonal matters. "Only work on as many issues at the same time as you can handle." This emphasizes the importance of prioritizing and is a good reminder that multitasking is a myth. For interpersonal communication, I follow the motto of first understanding the actual situation and knowing the story behind it before drawing conclusions. I consider conscious communication to be a very important skill, both professionally and personally."
How do you face setbacks and deal with difficulties?
"First, I try to understand what is happening and why something went wrong. Instead of immediately "shooting in" impulsively, I sit back and analyze the situation objectively. Not acting immediately and frantically, but consciously and - if it makes sense - also very decisively."
What is especially important to you in your work environment and what is definitely not coming into the office?
"The most important thing in my work environment is people, not things. I expect open and fair interaction and behave accordingly when I think my way into an organization. Through many conversations with our employees, I can understand their situation and appreciate them. There are many knowledgeable minds to understand and get to know. There has to be a certain personal culture for me, otherwise it doesn't work."
We would like to thank Mr. Trampenau for his contribution to this article. This interview was conducted by telephone and in writing.
Editor: Neslihan Steiner
Batterman Consulting Basel AG
Executive Search,
Byfangweg 1a, CH-4051 Basel
T +41 58 680 55 55
basel@batterman.ch
