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Recycling company Rotterdam: steering by KPIs
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Recycling company Rotterdam: steering by KPIs

Towards strengthening collaboration through the implementation of customer chains at Recyclingbedrijf Rotterdam

Recyclingbedrijf Rotterdam recycles large quantities of waste on a daily basis. The company faced capacity issues last year as the large volumes of waste could not be processed on time. The ideal situation would be to have better collaboration between different departments and a shared pursuit of goals. The management team consisted of several new individuals, and Klaas Wierda (plant manager) was the only one with a comprehensive overview. Recyclingbedrijf Rotterdam aimed to achieve a better balance in this regard, leading them to seek assistance from iPM Partners once again. Klaas: “At a previous employer I had already worked with iPM and the unique concept always stuck with me. That is why I engaged them again this time to help us.”

Driving performance through KPIs

Upon receiving their request for help, iPM visited the location to assess the situation. Aafke Selten (results and team improvement consultant at iPM Partners) explains, “The specific need was to achieve the desired production output and improve collaboration among various production departments. Clearer direction and coordination were required from everyone involved.” iPM’s plan was to first determine what should be the focus of their efforts, the customer expectations, and the internal goals. These were then translated into Key Performance Indicators (KPIs) to guide their actions, ensuring to stay in control and that there is clarity for everyone. They also examined existing meetings to make them more effective.

Conversations about performance for enhanced collaboration

After setting goals at the departmental level, the focus shifted to the content and format of meetings. The question arose: how can teams at Recyclingbedrijf Rotterdam best structure their meetings? What is the team composition like? Does everyone understand their impact on the end result for customers and how departments can collaborate effectively? As a result, performance conversations were implemented to align with the organization’s goals. Joint discussions were held to explore ways for different teams and departments to work better together.

Increased interaction, ownership, and communication

This new way of working has had an impact. Klaas states, “iPM has improved our daily meetings; we now have a different format where we share more information focused on achieving our common goal. It has become a standing meeting, promoting greater interaction.” The management team’s meetings were also redesigned to focus on the entire customer chain. They introduced a shift start, where the outgoing shift shares important information with the incoming shift. Additionally, the go-see method is now applied, with management team members spending more time on the work floor, increasing their visibility and interaction with staff.

Klaas highlights the increased sense of ownership as a significant change. He explains, “Previously, I gathered all the information, but now we share it with everyone in the daily and management meetings. People now understand better how their actions impact the entire production process, rather than just their department, and they take responsibility more quickly. I found myself needing to provide less guidance as I witnessed people taking initiative and being more engaged.”

Looking ahead as an organization

Klaas describes the current situation as stable. The organization now has relatively good foresight and can make necessary adjustments when needed. As an area for improvement, he suggests being more proactive at times. In other words, being proactive in saying, “I have observed this, and I need assistance from a colleague, even if they are from another department.” Tiest Aarts (production manager) adds that they aim to make the meetings more efficient, better prepared, and more focused.

Both gentlemen speak positively about their experience with iPM. Klaas rates the collaboration an 8 out of 10, noting his belief in the methodology from their previous collaboration. However, he acknowledges that sustaining this way of working requires continuous maintenance. Tiest associates the word “engagement” with iPM, emphasizing their genuine interest in engaging with everyone and their dedication to the transformation journey.

people are more likely to take responsibility within the organization. They engage themselves and are more involved.

Recyclingbedrijf Rotterdam

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