Machines in factories are a considerable investment and factories each have their own ways of keeping the machinery in the air. So no machine is the same!
Introducing new materials takes a lot of effort: it takes time and energy to get flawless tea bags out of the machines.
A special team had managed to run the machines in one of the factories at the desired speed and produce good tea bags.
The rollout to 6 other factories worldwide became my job.
With input from the experienced experts, we have bundled all experiences (good and bad) in transfer documentation, consisting of photos, videos, diagrams and tables. Because not everyone speaks English, we have done this as much as possible with pictures and as little as possible with text.
After a kick-off with each factory, I started monitoring progress every week via Teams with the teams in the factories.
In addition to the driving role, it was also my role to bring the right people into contact with each other when there were issues. And there were. As mentioned, every machine is different and took a lot of patience and systematic testing to determine which settings worked best.
Unfortunately, Corona threw a lot of spanner in the works during the rollout and the project was not finished when I left Unilever.
My farewell gift from the team:
