Continuous improvement
“We were already performing well, but thanks to the Lean improvement program, we achieved even better results.”
Indaver ARP (Acid Recycling Plant) is a major player in sustainable waste and raw materials management in Europe. Each year, the company converts more than 150,000 tons of spent pickling acid into pure hydrochloric acid and iron oxide, while achieving 100% recycling of the waste pickling acid. This is accomplished using its own processing installations within the chemical industry. Within Indaver, there is a strong focus on Lean Six Sigma improvement programs. Continuous improvement is therefore considered one of the company’s most important core values. Masters In Lean was engaged to involve employees more actively in identifying and implementing improvement opportunities directly from day-to-day operations.
With more than 2,000 employees, Indaver processes approximately 5 million tons of waste materials each year. The company has achieved steady and healthy growth for many consecutive years, ensuring long-term continuity and stability. In the Netherlands, Indaver is a market leader in the composting and anaerobic digestion of organic household waste and green waste. The company supports its customers in closing their energy and material cycles, contributing to a more circular economy.
Challenge
Indaver ARP is a well-performing organization. Nevertheless, the Director of Operations decided to initiate a Lean improvement program, because there is always room for further optimization. Since Indaver ARP was already functioning at a high technical level, the main Lean improvement opportunities were not primarily in the technology itself, but in smarter collaboration between different disciplines within the company.
There was clear potential to improve cooperation between colleagues and across departments. In addition, Masters In Lean faced the challenge of breaking through the “because we’ve always done it this way” culture among employees.
Solution
Indaver ARP, together with Masters In Lean, conducted a quick scan during the improvement trajectory, which resulted in five key improvement areas. One of the main outcomes was strengthening Indaver ARP’s position as a chain partner. This included actively contributing to sustainability goals, such as reducing CO₂ emissions across the value chain. Another important focus was maintenance management. By introducing a more dynamic maintenance process, the organization was able to reduce ad hoc interventions and avoid unexpected costs, leading to more stability and efficiency.
Closely linked to this was the improvement of maintenance planning and control. Better alignment between the Technical Department and Operations significantly improved coordination of maintenance activities. In addition, a structured improvement platform was introduced, enabling teams to work together more effectively on shared objectives. Finally, the trajectory also aimed to support the professional development of ARP employees.
Results
Indaver ARP invested significant time in uncovering employees’ personal talents and building a shared team spirit. As a result, Lean initiatives and collaborations with external partners began to run more naturally and effectively. Employees became more open to self-reflection, which enabled them to support each other and provide constructive feedback in a positive way. A great initial result!
Because Indaver ARP is part of the primary processes of a large company in the steel industry, the improved relationship was also used to launch a joint CO₂ reduction initiative, supported by Six Sigma methods. After just three months, Indaver ARP was nominated for a “Golden Helmet” award, a recognition of the employees’ hard work and commitment.
By learning from day one to look at their work differently and actively contribute to continuous improvement, employees became capable of sustaining improvements independently, without ongoing support from Masters In Lean. Together with the management team of Indaver ARP, the next steps were outlined at a strategic level, ensuring that the company is prepared for the future.
From operators to leadership, Indaver ARP continues to focus on continuous improvement driven by purpose, both for employees and for the organization. By maintaining the right energy and coaching employees to take ownership, Indaver ARP remains a successful company with proud people!
We provide tailor-made solutions focused on results, at all levels of the organization. I would be happy to have a no-obligation conversation with you!
Loeffen Managing Partner