Teconex drives smart industrial transformation

From CRM to the workshop: Teconex modernises equipment, systems… and mindsets 

The Make The Future support programme enables the Liège-based electrical specialist to energise and structure its modernisation journey by taking the entire workforce along for the ride.

Based in Beyne-Heusay, on the hills overlooking Liège, Teconex is a leading player in low-voltage electrical connections. Alongside its long-standing expertise in in-house production and assembly of electrical panels and cabinets, the company has, in recent years, developed a strong import and distribution business in electrical equipment and LED lighting. These products are marketed either under its own, highly regarded, TECO brand or under the brands of suppliers with whom it has established exclusive partnerships.

Its customers include wholesalers, grid operators, architects and major contractors. “We are the D’Ieteren of electricity. As a true one-stop shop for electrical equipment, we can supply everything you would find in an installer’s van,” summarises CEO André Bouffioux. 

Market proximity and insight 

The reinforcement and increasing complexity of distribution networks, batteries and electric vehicles, prosumer markets, and the electrification and decarbonisation of industrial processes: the profound transformations of the sector present as many opportunities as challenges for electrical players. Faced with international giants, Teconex differentiates itself through proximity. “Here, a customer who wants to discuss technical specifications can speak directly with the product manager,” explains Paul Hansenne, who combines the roles of CFO and COO.

This approach aligns perfectly with the integrated engineering pillar of the Make The Future programme, which aims to help companies develop customised solutions more rapidly and from the design stage onwards in line with customer needs.

This ambition to respond precisely to specific technical requirements has also led Teconex to move further up the value chain. For grid operators, the company now designs the cabinets that house the panels it manufactures. To support this, Teconex invested in a new CNC milling machine for PVC plates, featuring automatic loading and unloading. For a major distributor, it also designed and delivered new lighting solutions within just a few weeks. “Here, listening and responsiveness were the true drivers of innovation,” notes André Bouffioux. 

CRM 

In the coming years, Teconex will rely on an even more detailed analysis of market developments and its own processes to innovate and deploy its commercial strategy. The company has therefore invested in both a new CRM and a new ERP system. These tools generate data which, once structured and analysed, will make it possible to rethink and optimise the entire cycle, from purchasing to production and sales. “Qualitative data is just as important as sales statistics. It will feed our thinking not only on the commercial process, but also on product development. This is how we carve out our path alongside much larger competitors,” the CEO continues. 

Embedding the 7-transformation mindset 

In a company with more than a century of history, implementing new approaches cannot be improvised. In addition to a necessary rejuvenation of management, it requires a serious rethinking of habits and processes. “Four different generations work side by side at Teconex. We must take particular care of each of them, including senior employees, so that they learn to collaborate and evolve together,” explains HR Manager Sumathi Guinchon.

To stimulate change, the company initially used the ISO 9001 certification process as a lever. “Structuring processes also helps to structure ways of thinking,” emphasises André Bouffioux.

It was to continue this transformation journey that Teconex joined the Make The Future programme. “The approach helped to energise the movement we had already started and to channel ideas,” explains Paul Hansenne. “The key advantage is that, unlike a traditional consultancy, we remain in control of a process that we co-create internally with our teams. Agoria and Sirris truly act as facilitators.” 

A human-centred organisation 

Gradually, and with everyone’s involvement, daily life in the workshop has been transformed. Investments were made to improve the working environment, including height-adjustable worktables and new lighting. Thanks to the new ERP system, each operator now has a screen allowing them to view plans or report non-compliance issues and production problems.

Beyond this, Teconex wanted to bring about a genuine paradigm shift by promoting participative management and a culture of responsibility, autonomy and for those leading teams, leadership. Training and skills development plans were put in place. “This is a never-ending project. The idea is to equip every employee so that they can perform, realise that the future of the company also depends on them… and feel good at work,” explains Sumathi Guinchon.

The sustainability agenda is also pursued in a highly inclusive way through an internal green team. Waste management, building insulation, fleet electrification, relighting all these topics are addressed collectively. 

An inspiring community 

For several months now, Teconex has been making progress across the seven domains of Make The Future. From equipment modernisation and process improvement to digitalisation, talent management, sustainability and interactions with customers and suppliers, the programme developed by Agoria and Sirris helps companies remain innovative and competitive. “Teconex operated in relative isolation for a long time. Joining the programme allows us to see what other labelled companies are doing. It has been extremely inspiring,” adds Sumathi Guinchon.

The support journey begins with a diagnostic designed to assess the company’s level of maturity across the various themes and to suggest improvement pathways. But it can also become very hands-on. “Our next major project is the reorganisation of a quarter of the workshop’s capacity following the shutdown of a production line. Once again, we want this to be the result of a reflection process that includes the employees concerned. To that end, Alain Jacques, an Agoria/Sirris advisor, will facilitate the workshop. His understanding of our challenges is a real asset,” concludes Paul Hansenne.