Bruynseels-Vochten was founded in 1983 by Guido Bruynseels and Marcel Vochten, two friends who initially installed guttering after hours. Later, they began producing PVC windows: Marcel Vochten handled production, while Guido Bruynseels took care of installation. By managing the entire process themselves, the duo was able to deliver high quality from the very beginning.

In 1985, the company expanded and moved to Kalmthout. Significant investments were made in machinery, and the first employees were hired and trained. Due to continued success, the company relocated once more to Brasschaatsesteenweg in Kalmthout, where it remains today.

In addition to PVC, the company decided to specialize in aluminum windows, doors, and conservatories. Over the years, the company expanded three more times, always at its current location. In 2009, it established an international production unit in Slovakia. With the founders’ sons ready to take over, succession is secured.

One of the key priorities for Bruynseels-Vochten has always been to use the latest technology in production. Coupled with continuous growth, this provided the company with regular opportunities to invest in new equipment. Over time, machines were gradually added to the production line to support this growth.

However, this gradual integration of machinery happened organically, and eventually the production flow was no longer optimal. Employees spent too much time searching for and walking between different processing stages in the production process.

Action was needed: a better workflow became essential, and “unnecessary” movement had to be minimized to achieve the most efficient production process possible. “This idea had been on our minds for years,” begins Marcel Vochten. “But given the significant investment, it wasn’t a decision to take lightly. In 2018, we finally made the decision to completely reorganize our production process.”

Reorganizing an entire production environment is a major undertaking. But that wasn’t all. “Not only did the work have to be carried out, production also had to continue as smoothly as possible,” explains Marcel Vochten. The project also had its effects on the workforce. “At first, our staff was skeptical. Anything outside their familiar routines naturally feels challenging.”

Specifically, Tryma proposed relocating all machines (except one processing center) to create a more efficient workflow. “In addition, we recommended investing in gasket machines and installing a distribution center divided into two lines,” says Jasper Neirynck, Managing Director at Tryma.

The first step was removing the old machines from production. An additional advantage was that this created more space to maneuver the various installations. “First, we ensured temporary workstations in the hall for storage. Then, the existing workbenches were removed one by one.”

Then came the major work. “About two weeks before the summer shutdown, we began relocating the processing center and the 4-head corner press. Just before the shutdown, we were able to remove the remaining workbenches.” The summer shutdown proved to be a golden opportunity to advance the project. “That’s when we started installing the distribution center. Right after the shutdown, we continued with the overall setup, initially still doing manual gasket work. The gasket machines were scheduled to arrive later – which had been known in advance. They were delivered about six months after the start and integrated into the workflow.”

The project at Bruynseels-Vochten also involved significant investments in new machines and equipment. “For example, we now have a four-head corner press.” New additions include the automatic gasket machines. Pressed windows can now be transported directly to a machine that fully automates the gasketing of aluminum windows and doors.

Jasper Neirynck explains: “This ensures consistent quality along the entire length of the profile. Both the sash and glass gaskets are continuously and fully inserted. The sashes are automatically rotated to their other side.”

After pressing and rolling the gaskets, the windows are automatically stored using a distribution vehicle. “This vehicle then handles the input and output of all window types to their respective assembly stations, which are organized according to type.”

Marcel Vochten continues: “We have set up a zone for pre-assembling the frames and sashes. These are then brought together on a vertical roller conveyor line, where the sashes are inserted into the frames, the length of the glazing beads is measured using a wireless measuring rod, and the beads are installed.”

Jasper Neirynck adds: “After that, everything is transported to a distribution vehicle for storage and delivery of the windows to the assembly tables. Here, the windows are fully finished for the construction site, including the installation of shutters, screens, and other components.”

“Previously, our staff would complete an entire window from start to finish. We also still used paper work orders. But since production now runs in phases, multiple people work on a single window. This meant that all information on paper had to be copied several times for everyone involved with that window. The work orders needed to be fully automated and divided by workstation. At each station, the touchscreen now displays exactly what the worker must do and how it should be done.”

It took some time before the new way of working became second nature. “Yes, it’s not as if everything ran optimally from day one,” explains Marcel Vochten. “But our team, which included our own staff, Tryma, and Techwin (responsible for the software), fully committed to the process. Step by step, we improved the operation until everything reached optimal capacity. After two months, the workflow was running smoothly, and production capacity had increased.”

The staff also needed some time to adapt to the new way of working. One person monitored the entire process and then trained the rest of the team at each workstation. This ensured that everyone received tailored, on-the-job training.

The positive impact of the project is clear. “There is now a smoother production flow, which can also be monitored more effectively. Staff remain at their stations and work more efficiently.” The entire transformation continues to have an effect, according to Marcel Vochten: “We keep evaluating and improving processes wherever possible, even beyond this project. It has really prompted us to question every aspect of our operations and make improvements wherever we can.”

“We have already increased capacity, but we are still striving to enhance it further through a detailed analysis of workstations and the improvements made.” Bruynseels-Vochten continues this in the spirit of the company by focusing on automation and digitalization.

“If you want to stay ahead of your competitors and determine whether this investment is worthwhile for your factory, Tryma has extensive experience and can provide advice completely free of obligation. Tryma also supplies the necessary knowledge and software, ensuring that your factory runs efficiently.”