Every day a step better

One of the challenges for BAM Materieel was establishing a company-wide culture of continuous improvement. Despite various improvement projects in different departments, there was not always insight into certain improvement opportunities across the entire value stream of the organization. One of the main obstacles was the lack of visibility of these improvement points. As a result, mutual frustrations arose and cooperation between the different departments became more difficult.

“Sometimes employees feel that certain processes are not running well, but it is difficult to identify the cause. Or you think yourself that everything is running well, but this is not always the case. This was mainly the case at BAM Materieel; improvement opportunities were not always visible and tangible,” says Bart Stronks about his experience as part of this improvement project.

The solution therefore has everything to do with mapping and sharing inefficiencies and waste, and improving collaboration between the various departments. At the beginning of this process, many people saw various inefficiencies, but these were only addressed locally or sometimes not at all. As a result, other teams were not given the opportunity to improve, meaning that elsewhere in the company the wheel had to be reinvented again. In short: that had to change!

In April 2022, a strategic step was taken by setting up a small but dedicated improvement team within BAM Materieel. This team consisted of members from different departments who specifically focused on identifying waste and inefficiencies in processes. The expertise and guidance of Robin Schulte from Masters In Process played a crucial role in these initiatives. By using the MIP app (from Masters In Process), waste within the company was made visible and shared across the organization.

One of the important steps in this process was the development of an accessible form that could be used by every employee on a phone, tablet, or computer. This form enables employees to this day to easily take photos of problems and waste and submit them. This significantly lowered the threshold for contributing to solving issues. Weekly meetings were also introduced by the improvement team to evaluate the reports and set up concrete action plans. This structured approach resulted in a significant improvement in operational efficiency and quality within the organization.

The implementation of this improvement methodology at BAM Materieel has led to tangible and successful results. The number of reported issues in the departments where the improvement team was initially started has significantly decreased, allowing operational processes to run much more smoothly. Internally trained employees are now proactively engaged in monitoring and improving processes on the shop floor; it is truly seen as a shared mission. The development of a continuous improvement culture has ensured that all employees within the organization actively contribute to optimizing business operations.

After the success of the first improvement team, BAM Materieel expanded and scaled the initiative in the autumn of 2023 into a company-wide team: Improvement Team 2.0. Various other departments were added to the improvement process, including employees on location in Lelystad as well as field service staff and technicians.

Responsibility for guiding the improvement team was transferred to the internal organization. “Employees really feel that something is being done with the improvements that are submitted. This was recently confirmed again by one of our supervisors. He indicated that improvements that had been a thorn in the side for years are now truly being listened to and acted upon,” says David Bouwmeester (chairman of the improvement team).

From April 2022 to March 2024, more than 600 large and small improvements were reported, 250 of which were in the last four months. This expansion therefore resulted in a significant increase in improvement reports, demonstrating that a culture of continuous improvement within the organization has genuinely improved.

The success story of BAM Materieel illustrates the power of structured improvement methodologies and the impact of a culture of continuous learning and improvement. By working together with Masters In Lean and the technology of Masters In Process, BAM Materieel has not only improved operational efficiency, but also strengthened collaboration and employee engagement. However, the improvement journey is not a one-time event, but rather a continuous process that requires ongoing attention and involvement. Therefore, Masters In Lean remains involved even after achieving this success, and a critical eye is always maintained.

“The art in such a project is not to take on too many improvements at once. This is done by categorizing improvements upfront into type A (quickly solvable within the own department), type B (quickly solvable, but requiring multiple departments), and type C (complex improvements that may need to be handled as projects under guidance). Prioritization is also applied to type B and C, so that employees are not overburdened,” Bart explains.

The path to continuous improvement is not an easy one, but BAM Materieel has proven that with the right approach and employee involvement, various improvements are possible, thereby actively stimulating the knowledge and experience of employees. The story of BAM Materieel shows how a company with a dedicated improvement team, structured processes, and the right (technological) support can transform into an efficient and agile organization that is ready for the challenges of the modern construction sector!