Drawing on expertise from the automotive industry, Ineton has further developed its world-class prefabrication

Just over three years ago, we reported on the news – which attracted many readers and gave a boost to the entire sector – that a new precast concrete plant with a capacity of over half a million square metres had been opened in Pest County. Since then, the fully automated 17,000-square-metre Ineton Kft. plant has been producing world-class products for a wide variety of projects: it manufactures floor and wall elements and processes reinforcing steel using state-of-the-art automated production lines.

We have reported on many of the projects undertaken by this innovative company, and have also highlighted its production processes in several articles. At the same time, the Alsónémedi plant itself has undergone significant digitalisation and quality management improvements in recent times. Zoltán Tuza, head of the company’s quality management system, discusses the details of this in a more detailed interview with the website eptesimegoldasok.hu.

The focus is on traceability and transparency

Drawing on more than a decade of experience in the automotive industry, this specialist has brought his expertise to the world of precast reinforced concrete elements, emphasising that „in the automotive industry, quality is not a separate function, but the very foundation of operations.”

That is because every process there builds on the next, every area of responsibility is clearly defined, and everything is traceable. „I wanted to apply this approach to the operation of Ineton as well,” he made clear. „The prefabrication of reinforced concrete elements is an extremely complex process. Without precise regulation and digital tracking, information or points of responsibility can easily be lost. We have worked to ensure that processes cannot be bypassed, but instead follow on from one another, are traceable and transparent.”.

My colleagues are aware of how their work is interdependent

This core value, as explained above, is known as the pull principle, which has proved to be a key element in organisational development: it means that the next stage of production can only begin once the previous stage has been properly and unambiguously completed. „For example, concreting cannot begin until the shift supervisor has given digital approval. This eliminates uncertainty and makes areas of responsibility clear to everyone. Our aim was to ensure that key processes could be managed digitally, were traceable and transparent.”

He explained that the guiding principle means that, due to the controlled environment, everyone is aware of the objectives and understands their own role, as well as the work carried out in the adjacent stages of the process. „Colleagues are aware of how their work depends on one another, so teamwork and mutual communication become essential. If, under such conditions, the processes are clearly regulated, everyone interprets the work in the same way. This improves not only quality but also the predictability of operations.”

A system designed specifically for high-end manufacturing is required

In addition to all this, the interview also touches on the most fascinating details of the quality control system implemented for the Ineton, which, among other things, prevents defects from recurring. Another fascinating point in the article is that, as the company’s automated manufacturing technology is currently considered state-of-the-art, its management also requires specialised processes: their ERP system has therefore been supplemented with Qrules, a specialised system specifically tailored to our unique manufacturing technology.

The article concludes with you can also read about compliance with the new CPR Regulation on construction products and the development plans for Ineton, the full text is available via this link.