Introduction

Fonderia Ghirlandina srl, was founded in 1968 on the outskirts of Modena, a city whit a long tradition of excellence in engineering and founding.
The original foundry consisted of a simple 4 tonne per hour cupola, a sand mixer, and a handful of skilled pattern moulders, who produce a rage of ornamentals castings, as well as jobbing work for local engineering companies.
By the turn of decade business was developing well, and the volume of engineering work was increasing to such an extent that plans were made for the first major investment, a mechanized moulding line. 

The "Iron" Lady

By 1972 the foundry was dispatching 20 tonne p week of precision iron castings for the commercial vehicle , valve, pump and tractor industries , in addition to its range of municipal and ornamental casting 
At this point, tragedy stuck with the untimely death of its founder and general manager.
His windows, Signora Luppi, with no previous interest in the foundry, was faced with a difficult decision; should she try to sell the business at this time, and what would be the outcome if a buyer could not be found?
The Signora was very conscious of her inherited responsibility to the 50-strong work important, her two sons, and most important , Giulio 15, and Marco 14, who had always taken an interest in their father's foundry.
"I had be decision very quickly. If I announced the foundry was to be sold, I stood a good chance of losing the customers, without whom there would have been no business, and if this had happened, I might not have survived the financial pressure. I therefore decided that over the management and continue in my husband's place."

Communicating confidence

Within a few weeks, this petite, chic, and now, dynamic housewife had had meeting with the work forcw, the bank, the union, the customers, and the suppliers.
With determination and strong personality, the Signora was able to convince them all the foundry couldin continue.
"I was very fortunate to have a good foundry manager, at a time when my knowledge of business and the industry was non-existent."
"In some respect my lack of knowledge in technical maters was an advantage, as everyone involved took the time to explain their problems and options, in a way that they had never done before. Even the bank executives, who were my biggest worry, became very patient and eventually dedicated themselves to our success".
"In fact during those first difficult months of taking stock, my presence alone resulted in a clear level of communications and confidence between all parties, that continues to this day." After these consultation, there followed a period familiarization with the various processes and producers involved in the foundry business. During this time, her manager took full responsibility for the day running on the foundry, which gave the Signora time to digest what she saw, and to think about the future.
"Not being technical, my first suggestion for improvements were all house-keeping ones" recall the Signora "for after all I was still only a housewife!".
The whole foundry underwent a systematic foundry underwent a systematic clean up, and not just a 'spring clean' but a system of clean wash of working were adopted by all. "I did not believe then, nor do I now, that just because we are a foundry, the work place, the building and the surrounds should be dirty. Visitors and customers like to see a clean efficient workplace. This gives a very good impression, which gives them the confidence to place their business with us'.
By 1975, Signora Luppi was well in control of the foundry and her simple clean up procedures and improved conditions, in conjunction and improved conditions, in conjunction with improvement in productivity and quality, had increased output to nearly 30 tonnes per week. This had all been achieved whit little or no investment, but the time had now come to think of the future. The plans from 1972 were 'dusted down' and re-examined, and after consultation whit factory of Modena, one of Italy's major foundry equipment manufactured, a box size of 700x600x200 over 200 was decided on, and specification for a 60 box per hour semi-automatic moulding line, complete whit a 50 tonne per hour sand plant, was confirmed. 
Development of the site, in preparation of the investment, took place during 1975. In the summer of 1976 the new plant was installed, and commissioned by September.
The advent of the mechanized line opened up new markets for the foundry, whit rapidly increasing business leading to the requirement for additional services, so that core-marketing and finishing equipment were quickly put in place. Production had now jumped to 60 tonnes per week and the commercial position for the foundry grew stringed, even though in the late 70 s and early 80s.
"I had seen many well known foundries in the area close from lack of work. During that time, say up to 1984, I was to learn a lot, and in particular what order to accept and what to turn down. I also became very aware that the foundry of the 90's would be very different to what I now understood in terms of conditions, productivity and environmental legislation. So with the help of my manager and sons, who had joined the business , I started to plan for the turn of the century."

Bottlenecks eliminated

Following her policy of improvement with cleanliness, the first area for investment was the dressing shop. The Signora had always been very conscious that a high proportion of the total cleaning time, was spent after the knock out, in cooling and de-coring, and the general atmosphere from that area contributed to most dirt found elsewhere in the works. Again her friends from Belloi & Romagnoli were consulted, and in the summer of 1986, a full size B&R casting/cooling drum was installed, complete with a new OMSG "apron" shot blast and an environment control plant from Eurofilter.
On start up, after the summer shutdown, the results of this investment were immediately evident . "As had been predicted the smoke, fumes and dust were gone. We were also able to reserve operative to work in the actual finishing of clean casting, which meant a faster throughput, and the elimination of this notorious bottleneck". The resulting consistency of the moulding related defects. Maintenance of our shot blast also feel significantly and wheel life almost doubled." As a result of this investment , within a very short time, the foundry again attracted more new business and weekly output was reaching 75 tonne.
This put pressure on the core shop which was already over stretched with its old shell core machines and its hand gassed CO 2 production. After careful consideration of the various progress and equipment available, the Signora decided on the purchase of two semi-automatic core machines to run on the alkaline Cold Box process.

The Order

The order was placed with BZV of Modena , and consistent of eight and 15 litre machines, complete with sand mixers and environment treatment equipment. The two best shell core machines were refurbished and re-installed, complete with core cooling cabinets, all connected to a new fume scrubber. "We were finally self-sufficient in core production, safe in the knowledge that when new work came we would be able to use our deliberately spare capacity. For some time I had been aware of the working conditions of my furnace operators; frozen in the winter fog and frosts, and almost expiring in the summer heat. There had to be a better way, and as a new cupola was planned for 1989 to increase production and conform with environmental requirement, I again asked Belloi & Romagnoli to investigate an automated stock year scheme, including."

Computerized change additions

By the autumn of 1988 a final scheme had been finalized, consisting of five large vibratory hoppers two for scrap, one for pig, one for coke and the last for limestone, all feeding a traveling change car. The criteria that had been insisted on by the Signora, was that the charging had to be done by one operator who could manage all operators from as air conditioned cabin. Each charge going to the cupola had to be as precise as possible and for this a small computers was used, which as well as carrying the day's change program, automatically placed the traveling car under each hopper where it collected a precise load. 
While the unit was operational, a continuous printout was maintained so that change records could be archived. "The cupola was more straight forward," recall the Signora, "We required a unit to run of design that could easily be increased to 8 tonnes in the future. The local council environmental inspectorate was consulted during this planning stage, who advised us that although the ECC requirement of 50ppm maximum solids discharge was the rules, in Modena, they were not prepared to accept more than 30ppm on new plant, and that the discharge had to be invisible."
To archives this, R&B installed a three stage dry filtration plant and a CO burner in the stack." On startup, in the latter half of 1989, cupola output was on target. The scrubbers plant also worked well within specification. The inspectors were satisfied with the performance, but still visit us very month to check our records and to take their own samples". When asked about the inspection procedures , the Signora was surprised that the full affect on the EEC Directive was still not in force in the UK. "We monitor and maintain at less than 10ppm and the discharge gas is always invisible, they will not accept a lesser standard. We have to be very careful in the purchase of our scrap and reject deliveries if necessary".
A this point we had a very useful business, with an output of 110 tonne per week and were now well equipped, but I had already learned that to maintain my position with ever-demanding customers, I could not relax. Although the size of my overall work force had decreased over the year to 36, I was very placed that my two sons were now holding position of responsibility, Marco as a working general manager, and Giuliano as quality manager. I was however, finding it more difficult to visit and liaise with customers, so in 1990 I appointed a commercial manager to take responsibility of all aspect of sales and then to report to me. That is not to say that I have given up this aspect of the business, but in marketing the appointment I am protected from the day to day running of contract which gives me free time to look at other areas of future instant".
Other pieces of equipment have also been added in the last two years, a spectrographic lab, another shot blast, and more important, a 12 tonnes useful capacity channel holding furnace. "This made a big difference for us, as we were now able to get more productivity out of our moulding plant by starting to cast at 7am instead of 8am which was our average start time."

Secret of success

So what is the secret of her success? "A good team includes everyone, forward planning is an absolute must, and an investment of at least one billion Lire) per year," was the Signora's frank reply.
And the future? "I have just placed an order with Belloi & Romagnoli for a fully automatic line with two moulding machines, to produce up to 200 moulds per hour, complete whit a FOMET 5 tonnes useful capacity auto pour furnace," she revealed. "By the end of 1996, I expect to be producing 230 tonnes per week on a single shift."
It is no surprise that over the year Signora Silvana Luppi, the house wise from Modena, has developed a reputation of quality and innovation , but much more than this, the respect of her peers.