Business Challenge
Our client specializes in the processing of various types of residual waste. The company strives to make a meaningful contribution towards a sustainable environment and a circular economy by facilitating the continuous reuse of raw materials. Key levers are maximizing energy efficiency, enhancing the sustainability proposition and a continuous focus on operational excellence to remain Best in Class.
An increasing regulatory environment – leading to lower future waste volumes and pricing pressures and rising cost levels – put profitability under pressure, and the organization was finding it difficult to rapidly translate improvement actions into sustainable results.
Process
The improvement program that was started by the client was not delivering results as expected. Acceleration was needed, with focused attention on areas that would deliver results that supported the strategy.
Asset Life Cycle Management
Asset Utilization (oven and line) was improved by increasing uptime through adoption of a more structured way of working. Improved operations in Maintenance (and subsequent reduction of unplanned downtime) were realized by a shift from reactive to proactive maintenance with focus on reliability projects. Predictability of availability of assets meant a marked increase in capacity and revenue generation ability of the sites.
Program and Performance Management
The KPI’s used by the client were revisited and changed where needed. The new KPI’s were clearly communicated and became an integral part of the Performance Management System that steered the business. Consequent reviews and immediate action on anomalies ensured that all involved were working towards the same combined result.
The ensuing cultural change (ownership, decision making at the right levels, empowered employees) made success repeatable and meant that new standards for Operational Performance were achieved and could be sustained.