Hennecke Group Unveils Strategic Rebranding and Restructuring Initiative

 

 

Polyurethane specialist Hennecke Group (Bridgeville, Pa., U.S.) recently announced a rebranding plan, under the name “Hennecke 2.0,” in an effort to unify the branches of the company, including recent acquisitions. Starting in Sept. 2019, the company has restructured its group of companies into a network of structured business units. 

The new brand identity of the Hennecke Group comprises two aspects:

•  combining the product portfolios of the three brands Hennecke Polyurethane Technology, HENNECKE-OMS and Hennecke Roll Forming Technology; and
• consolidating the global network of production sites and sales and service offices that supply the local markets with products and services from more than one brand of the portfolio.

 

The organizational units that are responsible for the product portfolio of one individual brand in the group will continue their operations with this brand only. 

“As part of the Hennecke 2.0 project, we will reorganize Hennecke and transform the company to be more effective in the future,” says Thomas Wildt, CEO. Wildt was appointed chairman of the management board (CEO) of the Hennecke Group in April 2019.

The company’s central corporate processes will now be decentralized into four “centers of excellence,” with each site of the new Hennecke Group will concentrate on its core strengths. The breakdown of the four sites will be as follows:

• Development, planning and manufacture of all high- and low-pressure polyurethane machines and all available mixhead systems will be concentrated at the German headquarters in Sankt Augustin.
• The site in Milan, Italy is concentrating on the business with comprehensive system solutions for the continuous production of sandwich panels.
• The site in Pittsburgh, Pa., U.S., will be responsible for tank farm technologies for the systems business of the Hennecke Group.
• The Hennecke Group companies in Jiaxing and Shanghai, China are specializing in the development and production of the “dry parts” for the Hennecke Group.

The company says the advantages of this on the customer’s end include shorter delivery times for standardized products, individual metering machines and complex complete systems for polyurethane processing from one source. “Hennecke is decentralizing its organizational complexity. This includes the closure of two sites that up to now had taken on services for the system business of the core brands,” says Wildt. “What was previously planned and built at several sites in parallel will now be produced at only one center of excellence. This will make the entire corporate group more competitive.”

To aid in the transition, the Hennecke Business System (HBS) has been rolled out globally at management level across the Hennecke Group. The managers and staff of the entire Hennecke Group are being trained with the help of process mapping and standardized problem solving processes so that in future all projects and services are provided on schedule to the highest quality standards.