From machinist to designer:

More than just physical renewal

When Staufen Italia consultants first toured the plant in 2022, they encountered a stark contrast: Despite extensive investments in machinery and new layouts, there were still many opportunities to improve daily operations.

“We found that the infrastructure had been modernized, but day-to-day management and the link between business objectives and shop floor activities needed stronger connections,” recalls Carlo Trivellato, Senior Expert at Staufen Italia. This assessment revealed a key insight: While Berco had invested heavily in technical transformation, it lacked the appropriate human systems to fully leverage these investments.

“The previous project had focused primarily on machinery, layouts, and technology—with the potential to increase the involvement of the people operating these systems,” explains Trivellato. Team leaders spent much of their time dealing with acute problems rather than proactively managing them. “They were navigating between difficulties rather than addressing them systematically. They were treating symptoms without always considering the root causes. We needed to reconnect the steering wheel to the drive.”

A manager with shop floor experience

Matteo Cesari, whose unusual career path was crucial to the transformation, entered this environment. He started in 2006 as a temporary worker in roller assembly at Berco and worked his way up to Chief Operating Officer by 2023.

“Back then, I stood at the machine myself and found ways to make the line run faster than the manufacturer intended,” Cesari recalls. This hands-on approach accompanied him through many operational roles – and gave him an insight that few managers possess.

“What makes the difference here is understanding the people,” says Cesari. “When you rise from operator to top management, you really have to understand what’s happening in the processes. But recognition as a leader only comes from the people.”

Finding the real causes

When Cesari took over as COO, he quickly realized that communication was the key area that needed improvement. “When I looked at the company from the employees’ perspective, it was immediately clear to me that we had a communication problem,” he says.

Staufen’s assessment confirmed this impression – through extensive shadowing, in which the consultants spent several days side-by-side with team leaders to understand their challenges. “We gave management a clear picture of how people were using their time,” reports Trivellato. The results showed that many managers needed more support and guidance.

Presence as a basis for engagement

The first critical step was to strengthen the connection between management and the shop floor. “The visibility of managers had to evolve from occasional, formal visits to genuine dialogue,” explains Trivellato. “These encounters should become opportunities for genuine listening and collaborative problem-solving.”

Staufen’s approach placed great emphasis on on-site time with team leaders. “They realized that we were genuinely interested in their work. We weren’t just there to observe processes, but to develop solutions together.”

Responsibility instead of instructions

At the heart of the transformation was the shift from top-down directives to genuine personal responsibility. Instead of specifying specific KPIs, Cesari and the Staufen team encouraged team leaders to determine the indicators that would help them achieve the company’s goals.

“When they asked, ‘Which KPIs should we use?’ I said, ‘You decide. You know best which metrics are relevant for your area,'” says Cesari. “All that matters to me is that your KPIs contribute to my goals—how you measure progress is up to you.”

This approach sparked constructive competition between departments. Initially, around 30 percent of team leaders were working according to the new system; after three months, that number had risen to 50 percent—the more successes became visible, the greater the acceptance.

Simplify structures

A key step was reducing teams from 40 to 50 people to units of around 20. These smaller groups pooled various skills – from maintenance and quality to production and logistics – under a single leader, often selected by the employees themselves.

“Managing 20 people is completely different,” explains Cesari. “It’s like a football team – the dynamic is much more cohesive.”

The result was better communication and a greater sense of accountability – everyone saw more clearly what their contribution was.

Creating a foundation for the future

Berco plans to roll out the ReCo system to all business areas by the end of the fiscal year. For Cesari, this means establishing a system that is sustainable, independent of individual people.

“I don’t see it as a role, but rather as a responsibility: ensuring that the agreed rules and processes are adhered to,” he emphasizes. “My most important contribution is to step back and let others take the lead. This is proof that the change is truly sustainable.”

Even though many approaches are based on established methods, success lies in consistent adaptation to the local situation. “It’s tailor-made,” says Cesari. “A solution that’s a perfect fit for our company here in Italy.”