Bruynzeel Storage Systems - Smart working

2013 – ‘Bruynzeel Storage Systems’ develops innovative and space-saving storage solutions for offices, archives, libraries and museums. Bruynzeel is located in Panningen (Limburg, the Netherlands) and provides storage solutions worldwide through an international network of sales offices and dealers. It employs approximately 140 employees: in production, purchasing, quality, maintenance, marketing, sales department, export, sales Netherlands, IT, R&D, finance and HRM.

From A to (even) Better
For a considerable period of time Bruynzeel Panningen is working with a KPI system (Key Performance Indicators) to foster producing more efficiently and with less costs. To involve colleagues a world class manufacturing (WCM) process was started in 2012. This was accompanied by a 2-year secondary vocational training program at level 2 for 29 employees in logistics and operator jobs. With several courses and workshops this laid the foundation for the concept of  ‘lean’. Each week there are whiteboard meetings organized where staff can do suggestions about the layout of the workplace and about work processes. In addition, also a World Class Office (WCO) project will start in order to match processes in production and at the office better.

Approach
At the start a project team with executives from different disciplines is composed. First step was a ‘Primary Performance Leadership’ training that learned executives the basics of coaching leadership. To promote the training with staff great attention is paid to internal communication and marketing. It was stressed that the training was important both for themselves and for the company. During the kick -off meeting more employees volunteered than expected . The training takes place at the workplace and  assignments are carried out via e-learning. 

Results
They work smarter, better and faster now. Employees solve problems that arise at the workplace themselves. During the weekly whiteboard meetings they not only identify problems but also make agreements about solving them. Employees see that their input counts and are glad to have a contribution. Personal successes work motivating. Departments are better aware of each other’s work and the cooperation and coordination have improved.

Randvoorwaarden
De aanpak dient door de hele organisatie gedragen te worden. Daarin gaat de directeur voorop. Doelstellingen moeten duidelijk geformuleerd worden. De betrokkenheid van verschillende disciplines is van belang. Leidinggevenden hebben een cruciale rol in het proces en de medewerkers moeten tijd en ruimte krijgen om te leren. Communicatie over de voortgang en de resultaten en afstemming met alle afdelingen zijn de sleutels tot succes.

Preconditions
The approach should be supported throughout the organisation. The director has to take the lead. Objectives should be clearly formulated. The involvement of various disciplines is important. Supervisors have  a crucial role and employees should be given time and space to learn. Communication on the progress, the results and coordination between all departments are the keys to success.

More information
See the websites: www.bruynzeel.org and  www.socialeinnovatiebrabant.nl

Themes: Smart working, self-organisation, SME

Sector: HTSM

Source: Case