ЕGT and its key to more than 100 markets
Euro Games Technology (EGT) is a dynamically developing technology company in the gaming sector. It was founded in 2002 in Sofia, and today it has 28 offices and is present in more than 100 markets around the world. It is specialized in the elaboration, production and distribution of hardware and software solutions.
Without its in-house production, EGT would not be in the Top 5 in the gaming business on a worldwide level, thinks Aleksandar Simeonov, Chief Officer of " Production, Delivery and Logistics ". Here`s what else he says about the pivots that turn the company into a global force:
360-degree production cycle
This means that an ever-increasing range of parts, components and assemblies for our products is produced in-house, i.e. within our company, which would not be possible without our “Innovations ” department. Our products: from the hardware to the software, are developed entirely by our specialists and thanks to this, a significant part of the production process can be carried out in-house. This model has numerous advantages. Supply chains are shortened, so they are more reliable, easier to control, and provide us with the opportunity to give shorter production times. It also allows us to adapt more quickly to changes in the market, to be as flexible as possible and to be able to meet the needs and requirements of our customers. Significant benefits of in-house production are also the better cost of our products and the better quality control.
What does EGT produce?
EGT manufactures its entire portfolio of end products. Our subsidiary EGT Steel Production is specialized in the production of metal enclosures for gaming machines. It also makes the metalwork needed for all end products of EGT. We are currently investing in automation of production processes, new machines and equipment, expansion of the production base. We produce units such as flat and curved monitors, as well as touch screens for them. We have equipped two " clean rooms " with all the necessary machines and have five production lines for assembly operations. Everything in these productions is in-house except for the matrixes for the monitors.
We actively use the OPTIC BONDING technology and produce the interactive keyboards for our products ourselves. We have recently adopted this technology and use it to create about 50% of these keyboards. We also make cable forms, sound boxes, polyurethane products and many others.
Aleksandar Simeonov - Photo EGT
People, more and more people
The assimilation of new technologies and the closing of the production cycle for components and assemblies lead to the need for new specialists with competencies in various fields. We are opening new job positions and hiring new staff. At the same time, people from EGT who wish to retrain also have the opportunity to do so.
Investment in employees
Our motto says that for a company to be successful, it must constantly develop and train its staff. EGT is aware that its most valuable asset is its people. That is why we invest heavily in our employees and in improving working conditions, organize trainings, and have many social policies and programs. We keep looking for new talents. The most important thing is that every worker from the hierarchy in the production is well enough trained to feel in place and perform their duties with ease. This applies to all personnel: from the rank-and-file who perform specific operations and actions in the work positions, go through the middle management level and reach the top management. High competences are achieved with time and persistence. We have created training programs aimed at Lean transformation and the personal qualities of managers. We rely on Lean practices because they originated in companies operating under conditions of limited resources. They have proven their competitiveness against organizations with almost inexhaustible resources.
The personal qualities of management
There is a famous saying about leadership being a combination of strategy and character, but if you need to be without one of the two, let it be the strategy. At EGT, we know that we could not move forward in transformation without developing the emotional intelligence of our managers. Since 59% of workplace performance depends on emotions, emotional intelligence, self-awareness and the experience that are derived from it create a bridge between learning and turning what is learned into practical action. If our managers are not prepared for the challenge of Lean transformation, they will not be able to pass on the Lean practices they will learn. This would doom the company to failure.
News
Our latest in-house productions: metalwork and enclosures at EGT Steel Production and the use of OPTIC BONDING for touch screens. The production of metal products requires a large machinery park, that is why we are investing in new machines with automation. We have a robotized welding and robotic bending. In a few months, we expect to install a robotic sanding system and a robotic powder coating line. Lean transformation in EGT Steel Production also begins. A few years ago, we created the " Production Automation " department, because our production is specific and very often there are no ready-made solutions on the market. In just a few years, we have been able to automate many of the production processes thanks to our in-house strategy. We also have software that we have created ourselves for some specific processes.
The 20 Keys
The 20 Keys is a LEAN system designed for manufacturing processes. It is well structured in 20 keys that can be implemented in stages. There are four main keys: layout and organization of the workplace, synchronization of goals, working in small groups and using leading technologies. The rest then upgrade. An advantage is that each implemented key is evaluated and then periodically benchmarked. In this way, it is very easy to follow the development of the keys, and thus of the entire system. The 20 keys gives us an idea of where we are and what we need to improve in order to move to the next level.
Development plans
In the long term, we strive to become a technologically more advanced company, which is connected with modernization, automation, assimilation of new technologies, but also with the development of human resources. Our strength lies in our excellent professionals.
Текстът е част от бр. 114 на сп. „ Икономика “. Публикува се в Economic.bg по силата на партньорско съглашение сред двете медии.
Without its in-house production, EGT would not be in the Top 5 in the gaming business on a worldwide level, thinks Aleksandar Simeonov, Chief Officer of " Production, Delivery and Logistics ". Here`s what else he says about the pivots that turn the company into a global force:
360-degree production cycle
This means that an ever-increasing range of parts, components and assemblies for our products is produced in-house, i.e. within our company, which would not be possible without our “Innovations ” department. Our products: from the hardware to the software, are developed entirely by our specialists and thanks to this, a significant part of the production process can be carried out in-house. This model has numerous advantages. Supply chains are shortened, so they are more reliable, easier to control, and provide us with the opportunity to give shorter production times. It also allows us to adapt more quickly to changes in the market, to be as flexible as possible and to be able to meet the needs and requirements of our customers. Significant benefits of in-house production are also the better cost of our products and the better quality control.
What does EGT produce?
EGT manufactures its entire portfolio of end products. Our subsidiary EGT Steel Production is specialized in the production of metal enclosures for gaming machines. It also makes the metalwork needed for all end products of EGT. We are currently investing in automation of production processes, new machines and equipment, expansion of the production base. We produce units such as flat and curved monitors, as well as touch screens for them. We have equipped two " clean rooms " with all the necessary machines and have five production lines for assembly operations. Everything in these productions is in-house except for the matrixes for the monitors.
We actively use the OPTIC BONDING technology and produce the interactive keyboards for our products ourselves. We have recently adopted this technology and use it to create about 50% of these keyboards. We also make cable forms, sound boxes, polyurethane products and many others.
Aleksandar Simeonov - Photo EGT People, more and more people
The assimilation of new technologies and the closing of the production cycle for components and assemblies lead to the need for new specialists with competencies in various fields. We are opening new job positions and hiring new staff. At the same time, people from EGT who wish to retrain also have the opportunity to do so.
Investment in employees
Our motto says that for a company to be successful, it must constantly develop and train its staff. EGT is aware that its most valuable asset is its people. That is why we invest heavily in our employees and in improving working conditions, organize trainings, and have many social policies and programs. We keep looking for new talents. The most important thing is that every worker from the hierarchy in the production is well enough trained to feel in place and perform their duties with ease. This applies to all personnel: from the rank-and-file who perform specific operations and actions in the work positions, go through the middle management level and reach the top management. High competences are achieved with time and persistence. We have created training programs aimed at Lean transformation and the personal qualities of managers. We rely on Lean practices because they originated in companies operating under conditions of limited resources. They have proven their competitiveness against organizations with almost inexhaustible resources.
The personal qualities of management
There is a famous saying about leadership being a combination of strategy and character, but if you need to be without one of the two, let it be the strategy. At EGT, we know that we could not move forward in transformation without developing the emotional intelligence of our managers. Since 59% of workplace performance depends on emotions, emotional intelligence, self-awareness and the experience that are derived from it create a bridge between learning and turning what is learned into practical action. If our managers are not prepared for the challenge of Lean transformation, they will not be able to pass on the Lean practices they will learn. This would doom the company to failure.
News
Our latest in-house productions: metalwork and enclosures at EGT Steel Production and the use of OPTIC BONDING for touch screens. The production of metal products requires a large machinery park, that is why we are investing in new machines with automation. We have a robotized welding and robotic bending. In a few months, we expect to install a robotic sanding system and a robotic powder coating line. Lean transformation in EGT Steel Production also begins. A few years ago, we created the " Production Automation " department, because our production is specific and very often there are no ready-made solutions on the market. In just a few years, we have been able to automate many of the production processes thanks to our in-house strategy. We also have software that we have created ourselves for some specific processes.
The 20 Keys
The 20 Keys is a LEAN system designed for manufacturing processes. It is well structured in 20 keys that can be implemented in stages. There are four main keys: layout and organization of the workplace, synchronization of goals, working in small groups and using leading technologies. The rest then upgrade. An advantage is that each implemented key is evaluated and then periodically benchmarked. In this way, it is very easy to follow the development of the keys, and thus of the entire system. The 20 keys gives us an idea of where we are and what we need to improve in order to move to the next level.
Development plans
In the long term, we strive to become a technologically more advanced company, which is connected with modernization, automation, assimilation of new technologies, but also with the development of human resources. Our strength lies in our excellent professionals.
Текстът е част от бр. 114 на сп. „ Икономика “. Публикува се в Economic.bg по силата на партньорско съглашение сред двете медии.
Източник: economic.bg
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