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Realization of a new building of Refrigerated Warehouse Koningszuivel

Re­al­iza­tion of a new build­ing of Re­frig­er­at­ed Ware­house Kon­ingszuiv­el

Konings-Zuivel has selected DAPP to supervise the new construction project. Konings-Zuivel imports dairy products from various European countries and markets them with various parties in and outside the Netherlands. For example, in addition to other activities, dairy and other chilled products are supplied to the large Dutch supermarkets. Real estate developer WDP was commissioned to build a completely new DC of approximately 10,000 m2 at a location to be developed in Bleiswijk near the intersection of the HSL and the A12. The building was to have refrigerated storage and a large dispatch area. The building should be delivered in accordance with high-quality sustainability and energy requirements (BREEAM Very Good). The DC has a height of approximately 12 meters (equivalent to 5 pallet layers). DAPP has led the entire realization (engineering, logistics infrastructure and construction + technology) with a specialist project team. In addition to the DAPP project manager, the team consisted of specialists from DAPP's database in the field of quality & certification, logistics, construction, climate technology & energy and electricity & instrumentation. Konings-Zuivel has outsourced the entire construction and delivery process and has been able to limit its contributions to the regular coordination of requirements and wishes with regard to planning and quality. In fact, we are talking about a 'turn-key' solution here. Konings-Zuivel has moved to a completely working new DC. The DAPP project team was able to completely unburden the client. Very nice for a client if you can fall back on expertise that you have never had to deal with yourself. In terms of BREEAM, the building does indeed meet the applicable sustainability requirements. This also means, for example, that with a BREAAM-NL certificate, Konings-Zuivel can achieve a significant tax advantage on the investment made. The building is designed in such a way that it is scalable. Should Konings-Zuivel grow to such an extent in the coming years that the current facility becomes too small, one of the side walls can be removed quite easily to create a larger storage space.

10 October 2022
Did you know... 8 facts related to engineering

Did you know... 8 facts re­lat­ed to en­gi­neer­ing

For the proper functioning of the machines to be designed, a customer usually uses tools or auxiliary products. Think of lubricants, oils, cleaning agents or disinfectants. The manufacturer must design a machine in such a way that these liquids cannot come into contact with the foodstuffs to be processed, produced or packaged. Corrosion and deposits in the pipework can increase the cost of electricity consumption of pumps in heating and cooling systems by as much as 35% in the first years after installation. It is known that the Netherlands is the world's second largest exporter in the field of agro and food. Less well known is that we are the third largest exporter of machines for the food industry. 20% of the Dutch gross domestic product is earned with products and services related to agro and food. A dairy company recently applied a 1 mm layer. from its one liter of packaging and thus saved approximately 50,000 kilos of packaging material per year. The parts used in the machines that come into, or may come into contact with, foodstuffs must be made of materials that comply with the guidelines. This category of parts must be FDA compliant (the American Food & Drug Administration). What is the environment where a machine will run? Within machine building for the food industry, a distinction can be made between different environments. The environment for which it is designed has consequences for the selection of suitable components. There are numerous examples where a food producer was shut down after an inspection by the Dutch Food and Consumer Product Safety Authority (nVWA) because of insufficient compliance with the hygiene rules.

10 October 2022
Factory layout with floor requires dynamic zoning plan

Fac­to­ry lay­out with floor re­quires dy­nam­ic zon­ing plan

Since the development of the FLS model, Dapp has always looked at how the model can approach the reality and customer issues even better. Something that has been tested in theory often runs into problems in reality; situations that are not considered until you are confronted with them. We spend a lot of time maintaining the model and always looking for applications to better implement the reality and the wishes of customers. One of those applications concerns the successful expansion of the model from one to several floors. In practice, the scarce space increasingly means that factories and companies are still going up. An additional advantage is that the material handling costs are lower when the height is built in. In theory, however, it is easier said than done; where 3D reality is already taken into account in practice, the step to deepening the theory is fundamentally different. Working with algorithms and modern software options is currently unknown territory for many professionals. Today there is an unimaginable amount of possibilities with modern applications. But then you should know that there are possibilities with which the layout of your factory can be better and more efficient. Optimizing a layout with one or more floors This also applies to a factory with one or more floors, for example. That too can be optimized relative to each other. “A two-storey building is nothing more than 2x a one-storey building but on top of each other?” Would you think. Unfortunately, in contrast to two one-storey buildings, where the buildings have no further relationship, this is certainly the case in a two-storey building; There is often a lot of exchange between the floors in terms of raw materials, products, packaging, waste, but also people. If one would choose to first optimize one floor and then the other, it must be determined in advance which space will be placed on which floor, something that is almost never fixed in practice. At the other end of the spectrum, it often does not mean in practice that all rooms can be placed haphazardly on any floor. Some spaces should be placed on the ground floor, such as an inbound goods space, other spaces should be located on the first floor, such as the offices. In short, the model must simultaneously include both floors in the optimization. How can you best tackle this issue? We also wanted to include some restrictions that could apply in practice for a multi-storey factory. This includes securing certain spaces on a certain floor, but also linking a set of spaces above and below each other and indicating that a space occupies several floors. We can also optimize multi-storey factories. See the image above. Want to learn more about how your factory layout can be customized? Contact [email protected] or via 0345 - 50 52 56.

10 October 2022
Build advanced packaging line for dairy company A-ware

Build ad­vanced pack­ag­ing line for dairy com­pa­ny A-ware

Zuivelbedrijf A-ware is a specialist in cheese and active in all parts of the cheese chain. A-ware provides tailor-made solutions for third parties and allows cheese to ripen, cut and pack at various locations. In order to be able to meet the increasingly higher standards of (international) customers, A-ware wants to centralize all packaging in a new packaging factory. A-ware asks DAPP to supply the right project manager: a specialist who is experienced in the construction of utilities, such as electricity, water and air, as well as the relocation of production lines. Ronald Moerenhout, who has extensive experience in realizing complex projects in a technically oriented environment, accepts the challenge. It is a complex project, also because part of the new factory is already up and running, while another part has yet to be built. Moreover, the project must be completed before A-ware's new cheese factory is fully operational. A-ware has to do with the highest food safety requirements. At the start of the project, project manager Ronald Moerenhout therefore defines the most important criteria for the success of the project: hygiene, product quality and sustainability. A new supply system is being developed with which the cheese is automatically transported from the ripening chambers to the cutting and packaging line. A unique identification system ensures that certain cheeses go to the correct line and can be cut, packaged and labelled according to customer requirements. The DAPP project manager is also closely involved in the development of the complex hygiene lock. This lock can be set up optimally, because Ronald Moerenhout works closely with the managers responsible at A-ware and can determine the layout of the new cheese factory with them.  After sixteen months, the complex project is successfully completed according to plan. Dairy producer A-ware now produces and distributes all cheese products from this central location. Publication: September 2014 (also published in VMT)

10 October 2022
Safe building within the food industry

Safe build­ing with­in the food in­dus­try

Renovations within the (food) industry are currently the order of the day. Capacity expansions and product modifications require adjustments to the housing. After the client has established the change, the contractors are selected. The basis for the selection can be their quotation. Sometimes it is also the experience that the client has had with a party before. These previous experiences can be summarized by the client in an evaluation based on, among other things, price, quality, speed and… safety. Especially with major renovations of longer periods and in which many people are involved, a H&G plan is required (a so-called hours/days criterion). A H&S plan is a Safety and Health plan, as laid down in the Working Conditions Decree (art. 2.28). See the section on the right in the box about a H&G plan. The law states that the H&S plan must be drawn up by the client. What should be addressed in a H&S plan?     A good H&G plan is based on 2 parts: “Design” and “Build”.  Ad 1. The H&G plan “Design” makes statements about occupational health and safety conditions that the building design entails. A good example of this is how the windows of the new building will have to be washed in the future. Self-cleaning glass can be a solution for high-rise buildings because, in addition to the fact that a special installation on the building is then unnecessary, it removes risks for window cleaners. Ad 2. V&G “Construction” focuses on the realization of the devised design and makes statements about maintaining the safety and health of the employees involved during the construction phase. So much for the theory. The practice What about the practice then?  Many clients do not write an H&S plan themselves, but submit it to the potential contractor as part of the quote request. The proposal is assessed by the client and provided with any comments, after which the contractor may or may not adjust parts of it. As a result of this development, H&S coordination is transferred to the contractor, often with the client's guideline: no incidents during the construction phase. In principle, after the planning and design phase, the construction process can begin and the shovel goes into the ground. Of course, a work permit is required that enforces that everything is done safely. For those readers unfamiliar with this term, a work permit is required for all work, which involves risks, but which can be performed safely under controlled conditions and under certain conditions, so that an undisturbed primary process, the care of persons, installations and the environment are safeguarded. Usually a work permit is  a form – digital or not – for which you have to sign. Many contractors are now VCA certified. With such a certificate, we assume that we are going to work with a professional party. VCA stands for Safety, Health and Environment (VGM) Checklist Contractors and is intended to allow all those involved to work safely during construction and to reduce the number of accidents. Have we arranged it so well when it comes to health and safety? The combination of a H&G plan, VCA and the issued work permit should ensure that everything goes safely, right? And, if that is not enough, a safety expert will visit every now and then to check whether everything is going well during construction. Doesn't that help too? Of course, serious offenders are immediately banned from the construction sites if it is discovered that he or she is not working safely. It doesn't work that way. Unfortunately, we encounter less positive situations in our daily practice. Below is an overview. Safety and Health Plans come in many shapes and sizes. Sometimes a H&G plan covers ten pages, sometimes it has grown to two hundred pages. We suspect that whether or not you read V&G plans completely is inversely proportional to the number of pages it takes. Often, when writing new V&G plans, we go back to the old and  familiar plans. Some H&G plans originate in the 1990s and have hardly been updated since. For example, we sometimes come across the following guideline in a H&S plan: “If the quartz dust dusts too much, a P3 dust cap should be used”. Besides the fact that this is prohibited by law, in 2017 there are really better solutions for this. The role of the H&S coordinator is more than once that of an implementer. Because of his coordinating task and his two hats, he (consciously or unconsciously) does not always (or always not) look with the (required) eye for safety. The reason often plays a role: "Safety is fine", but it must remain practical and feasible'. Construction partners sometimes have surprisingly little understanding of food safety. We sometimes see that work is done unsafely on, for example, a roof or the sewer. There is also a rapid risk of salmonella contamination in the building. Once in the building, it is very difficult to get the salmonella bacteria out again. In construction, a lot of indifference is found on the part of managers and foremen. Some believe that their employees should especially look after themselves. Two examples: it is simply found to step over a 20 cm wide and 20 cm deep recess in the floor, or to transfer from a cherry picker to a building at height. A conspicuous cause of accidents in the construction industry are self-employed people who are self-employed. Construction companies often deploy a freelancer for specific matters, for which they are insufficiently equipped. Self-employed persons are an extra risk, because of their often moderate safety training. There is no prior check on their safety knowledge and insufficient monitoring of their work during implementation. With all the consequences that entails. In conclusion, we can say that in many cases the VCA guideline is a dead letter. Many contractors see VCA as 'a tile on the wall of the waiting room'. Unfortunately, it often happens that VCA is not much more than a commercially oriented story without a further practical interpretation, let alone steering. How should it be done? When (food) companies take safety seriously during their construction and demand the same from their contractors, the approach must be different: Less needs to be arranged on paper and more guidance in practice for all those involved: from managers to employees and freelancers on the construction site; The people who carry out the work must be trained in safety aspects. Of course, this concerns work safety, and within the food industry also food safety. A few days of guidance to increase work safety and food safety are well spent and justifiable; A client hires no one other than a safety expert for supervision. He regularly walks around the construction site to stimulate people, motivate them to work safely and give compliments when it is done well. He takes the foreman on the tour to help him look differently at work and the risks that this entails. We are convinced that the number of accidents can be greatly reduced with the above advice. Only then will we achieve that “safety starts with the people themselves”. Author Hessel Holwerda (Holwerda Safety Solutions). Hessel is an independent Health & Safety specialist and safety expert. He works for clients in the (food) industry.

10 October 2022
Construction Management in Food - How do you do it?

Con­struc­tion Man­age­ment in Food - How do you do it?

Now that the market is generally in an upward spiral in economic terms, we see that many food companies are getting back to work with plans for new construction and/or renovation. Often initiated from the need to expand, optimize and/or improve efficiency. At the moment, alternatives are often being looked at from a (new) building that meets the latest food safety requirements and where you can make a better proposition to the customer with an optimal production and logistics process and thereby reduce the cost price. The advantage of new construction in this respect is that you can leave everything that has grown organically behind you and opt for a step forward towards the most optimal design and layout of the building.   Various SME food companies have involved DAPP in their new-build plans to completely unburden them with regard to the preparation and implementation of their new-build plans, from idea to completion. How do we do that? In this article we provide an overview of the start-up phase with our specific DAPP approach. Once involved in a new construction project, DAPP works from a clearly defined step-by-step plan containing ten different steps. This step-by-step plan has been particularly refined by successively executing construction assignments for various customers in the food world. Time and again it proves that it can be a solid foundation under any new construction or renovation project. In this article we limit ourselves to the first steps: laying the foundation for decision-making around the Go – No Go.   The Startup In line with the vision and mission of the client, the first steps consist of an external (what are the opportunities and threats in our market?) and an internal analysis (what are the strengths and weaknesses of the own organization?) . Bringing the two analyzes together (the IST situation) creates a so-called Confrontation Analysis. This analysis is in turn one of the input documents for a detailed and calculated Business Case and (a few phases later) for an Action Plan. The choice for a (new) location. When it comes to new construction, finding a good location is an absolutely important aspect. The criteria we apply when determining the new location are divided into several main groups: Construction engineering, Social, Infrastructural, Financial. The above criteria are assessed at our request by each MT member/Steering Committee member with a weighting of 1-5. In this way we build up a joint shortlist of the ideal SOLL situation. It is important that in this phase of considerations there is always(!) a comparison with the current (IST) situation. In this way, everyone is fully involved in the most important choices and you ensure the maximum buy-in you need for the support of the final proposals. The result of this phase of location selection leads to either a preferred location or, if the differences are small, to a shortlist of possible locations. The Business Case Based on the results of the considerations for the preferred location(s), we can quantify the pros and cons. A Business case is created with the classification on three main lines: The initial costs and expected depreciation. - The (temporary) double burdens as a result of the period in which you deliver from old buildings and at the same time are busy with new construction. - The Removal, delivery and (extra) license costs. - The Overall project costs (management) including the transition. - A fully external expert/engineering team (whether or not in collaboration with employees of the existing organization). - The Elaborations based on end-to-end chain producer to end user. - The post contingency (an experience percentage of the total costs). The ongoing charges with the associated depreciation. This part is an elaboration based on the extensive inventory of the (internal) IST situation. Many of the estimated costs are passed on based on the employer's costs (eg personnel and resources). Other principles: - Combat or mitigate the (extra) costs as efficiently as possible (e.g. use the existing inventory and/or current processes where possible). - Estimated investments based on depreciation periods as currently applied to the existing organization. - The financial calculation of various scenario(s) based on rental, purchase or lease construction. - Estimating the quality level of the employees. Can they participate in the project themselves or do external parties need to be engaged in certain places. - What will be the interest charges + amortization period? The proceeds or benefits of the entire transition. -We calculate with a financial margin over a well-defined period (eg one year). - We estimate the growth of turnover and/or estimate the margin. - We try to estimate the synergy and consolidation percentages to be achieved. When do these apply or not? - The same applies to an estimate of the Business Process Optimization percentage. When does this apply or not? In working towards a Go – No Go, the Business Case is essential. The more solid the business case has been worked out, the easier it becomes to come to a decision. It is essential in the business case to separate main and side issues as much as possible. Finally On the basis of our instruments and documents, we are able to work towards the right decision-making. If the decision is a Go, we make a next step with the preparation of the construction process using a Program of Requirements/Assumptions. We can imagine that you think the process described above comes across as labor intensive and time consuming. It is labor intensive. However, by deploying our experts in the various sub-areas with our flexible approach, we can complete this phase very efficiently and quickly. In less than 6 calendar weeks you will have insight into the business case, the design and the basic engineering, based on which you can decide to take the next step. Do you have plans for new construction yourself? Talk to DAPP about it. A single conversation can be very enlightening for you.

10 October 2022
R&D in the 'driver seat' and Marketing as a navigator for innovations

R&D in the 'driv­er seat' and Mar­ket­ing as a nav­i­ga­tor for in­no­va­tions

A frequently heard statement in the press is that marketing and innovation is more than an obvious combination. Based on the idea that everyone is aware of this by now, it is special to see how often an innovation initiative is launched without marketing being involved. Perhaps this situation has to do with a frequently occurring reflex from production development to have much more free rein in innovation. It can be quite annoying when marketing dismisses any idea as “unrealistic” or “”commercially unfeasible”.  Then, if possible, you would rather not have those colleagues around. Isn't it wonderful to invent and realize something new without obstacles? However, from the point of view of the company's interest, the absence of marketing is difficult to defend. The Innovation Team should not lack a direct line with the market. It is important in the brainstorming phase to listen to signals from the market (what needs arise, do we see trends emerging?) and to test each step in the process afterwards for feasibility in the market. This way you can estimate, together with more realism, what the chances are of a new food product to be developed. The challenge here is that this reality check must not lead to the dreamers running away from the Innovation Team through the back door. You need dreamers to think out of the box. We already have enough thinkers who think within the whitewashed lines. Monitoring the balance between reality and dream is therefore an important task for the management of any Innovation Team. We are probably all familiar with the idea of the Chinese to use buses on the crowded roads that drive over the traffic jam at the top. The idea was presented last year with a simulation film at the High-tech Expo in Beijing. If you look at the chosen form of this bus, you can wonder how realistic this idea is, but if you are stuck in that traffic jam every day, that idea can suddenly look very attractive and its feasibility comes a lot closer. It is precisely in the visionary coupled with real needs that product development and marketing should go hand in hand. If a product or service from an innovation project achieves the intended success, that success is often explained more by marketing than by the brilliant idea. And not completely wrong. If you manage to reach the market in the right way (via advertising, via social media and/or target group messaging), this can greatly boost the sales of a new product. It is about the right choice of communication medium combined with the right message. The art of marketing is to stimulate a latent need in the consumer in such a way that it becomes an actual need. With this, a buyer takes action and proceeds to the purchase. Many products are subject to the “Me Too” law. This law explains the tendency of us humans to want to belong. We are real herd animals in it. If you see a lot of people in your area every day with the latest model of an Apple phone, you want one too. We call that the “me too” moment. Another example, closer to home and from the “own food market”, a few years ago we witnessed the rise of prosecco. Suddenly everyone wanted to drink prosecco on a hot summer day. As if other drinks no longer existed. Where does such an emerging need come from? Purely through an effective advertising campaign, followed by exemplary behavior of the early adopters. A nice example of marketing. But what is the position of R&D in the average innovation trajectory? We are used to the fact that a good Innovation Team is made up of representatives from the width of the organization (in addition to R&D, production, logistics, technology and marketing). But what role is there for R&D? I was recently on a company visit to Verstegen Spices in Rotterdam. And it was particularly interesting to hear how Verstegen merged the R&D department with marketing and sales. In the food world, we have the advantage that we can try to influence the taste of the consumer through well-timed actions. It is not news that there are trends and developments in the field of nutrition. And Verstegen influences the taste of our food in a very good and effective way. During the presentation it became clear that R&D spends a lot of time abroad looking for new flavors. Recent visits to countries such as Peru, Mexico and South Korea have yielded a wealth of new flavors (with accompanying spices). Those herbs were taken back to the Netherlands. However, you can't just introduce the taste of one country one-on-one to a country with completely different taste preferences. Just think how the Dutch Chinese restaurateurs prepared their dishes after the warhave adapted to the Dutch taste. The same applies to the taste of other exotic cuisines. Verstegen's R&D department has therefore developed new recipes together with top Dutch chefs that subtly incorporate the new flavors from Peru, Mexico and Korea. These recipes are served by Verstegen in its own kitchen to its own relations who are responsible for further distribution on the Dutch market. Marketing is emphatically involved in that presentation. The new dishes are prepared and served in a very attractive way in Verstegen's test kitchen.  For example, Verstegen Spices tries to open the Dutch market for new herbs in an effective way and thus not only increase its market share, but also grow in absolute terms. In our opinion, this is a very good example of how R&D is at the helm of innovation and steers the company in the right direction, while collaborating with marketing and sales in a very nice way. Isn't that a good example to follow? If you would like to discuss further with us about how R&D can get more behind the wheel, please get in touch. We are happy to think along with you.

10 October 2022
The do's and don'ts at New Construction in Food

The do's and don'ts at New Con­struc­tion in Food

The Dutch food industry is doing well. Many companies are experiencing significant growth and are therefore developing at a rapid pace. Not only because the market is good, but also because of the increasing attention to food safety and hygiene, changing regulations from the government and increasing competition, companies are experiencing turbulent times. In the food industry, we see that companies have shaped their growth by renovating and expanding the existing building. We call that building on the basis of what is if. At a certain point, these sudden expansions create a 'patchwork quilt' of workspaces with the additional inefficiency of walking routes, production and logistics processes. Part or complete new construction is the issue that comes up. In such a hectic pace, the outdated business premises with these inefficient processes feel like a pinching harness and the main obstacle to really spreading its wings. For many companies, this is the time to think about new construction or renovation. But where do you start when you consider such a step? What all comes to you and what do you have to think about? How do you take into account the requirements from HACCP, BRC, IFS and safety regulations? And how do you ensure that production can continue during the renovation activities? Quite difficult if you don't deal with this matter every day. Time to list some advice. What you should not do is build a new building around your current production process with no future expansion options. That can lead to choices that you will regret a lot later in time. It is advisable to start planning from the strategic choices made for the medium and long term. You start a good construction project from your own business planning. Which goals have you included, what are your expectations with regard to the life cycle of your product lines, which departments will grow, did you choose to do it yourself or did you want to outsource? The answers to these kinds of questions are of great importance in making the right choices for the future with regard to the design and layout of the new building. Just think of the scalability of the new building: is it set up in such a way that future growth and/or activities are possible? A good and thorough preparation is of the utmost importance in this process. As tempting as it is to put the first spa in the ground as quickly as possible, make sure you have done the necessary thinking and calculations first. When you build a completely new building, you have one of those rare moments when you can optimize all your processes (production, logistics, packaging flows, (intermediate) storage, waste flows, quality, hygiene, fire safety to name a few). Take the time to design this: make a clear Plan of Approach! Engage a team of experts on the specific key points. Many factors play a role when building a building. Much more than you can imagine with your own team. Therefore, purchase that experiential knowledge in the form of a team of experts. In addition to an experienced construction project manager, such a team can simply consist of a structural engineer, constructor, draftsman, electrical engineer, mechanical engineer, logistics engineer, HVACR specialist, a QESH specialist and a financial specialist. Because these specialists have worked with this ax more often, the figures and the proposed designs and scenarios are much more reliable and detailed in order to be able to make a good estimate of the costs at the earliest possible stage. Just to mention an experience figure, the optimal development of a plot is about 60%. So if you want a floor area of 3,000 m2, you will soon be looking for a plot with dimensions of about 5,000 m2. If you are going for new construction, it is important to think carefully about what your location will be. You may have an idea of the ideal region, but where in that region is the best place? Your most important sales market may be in and around Utrecht, but is it wise to be there? If so, which side of town? What about traffic flows there? You don't want traffic jams, but where are you? Clear selection criteria are crucial here; not only technically to arrive at an optimal business case, but also organisationally. Can everyone agree and is it clear why that location is chosen? But there are also other aspects that deserve your attention. What about the social aspect of the move? How do your employees receive the news that you want to move the company? Will you get everyone to the new place? An important question, especially ifpeople in key positions in your company are at risk of dropping out because of a proposed move. And if you nevertheless move to Utrecht, what is the position of the employee(s) on the labor market? Are you attractive enough to recruit new staff? What about the stock of employees who have the right training for your company? And what about the competition? Maybe they are already in the same area? Fish in the same pond? Build in at least one “Go/No Go” moment during the run-up phase. Isn't the proverb "better half turned than completely lost"? It doesn't hurt to look at what information is on the table at that moment with more distance at pre-agreed time(s) and then ask yourself: “is (re)construction still a good idea? Usually, the moment when a final design is presented, provided with the necessary financial data, is a good time to ask that question. Visualize the new building. Let your external party provide a 3D impression of the new building. Based on the idea that one picture is worth 1000 words, a three-dimensional design is very powerful in directing everyone involved in the same direction. An impression is a good way to visualize the new building, especially for visually oriented employees. Discussions about form and functionality become so much more accurate, which ultimately results in a better new building. You are going to build while the shop has to stay open. You would like to carry out your (re)construction in such a way that the customers will not notice. That may mean that you have to work from a less well-functioning process while on the other hand steps are taken to switch to a more efficient settlement. It is then important to have a good Transition Plan from old to new. This plan should be supported by a good Communication Plan that describes when and what will change for all functions involved. The Transition Plan must also pay attention to the risks and measures must be prepared if those risks do indeed occur. The plan should also include something about aftercare. All this is aimed at ensuring that the daily process transitions smoothly to the new location or new situation. Do you have plans for new construction yourself? Talk to DAPP about it. A single conversation  can be very enlightening for you.

10 October 2022
Explosion hazard reduction - ATEX investigation

Ex­plo­sion haz­ard re­duc­tion - ATEX in­ves­ti­ga­tion

Our client is a nationally known supplier and producer of herbs and spices. In order to keep up with the growing demand, this company has invested a lot in recent years in expanding the existing housing and installations. It was therefore high time for a new safety check! Is everything safe or can we do things better? DAPP was commissioned to provide clear advice on safety, in other words to make a Risk Inventory and Evaluation (RE&I). The project manager who put DAPP forward for this has carefully inventoried all potentially dangerous situations and, where possible, immediately defined solutions and (help) implement them. safety switches fitted. However, the biggest hazard that came to light during the safety check was a dust explosion hazard (ATEX). The finely ground herbs and spices are blown into the  tanks under high pressure. When mixed with air, electrification of the dust leads to an increased risk of a dust explosion. After examining the situation and an inventory of possible solutions, our project manager issued a twofold advice: 1. The increased risk could be addressed by minimizing the force of a possible explosion. The solution here is  directing and discharging the explosion pressure via a separately fitted explosion hatch. 2. Improvements could also be made in the field of dust formation and extraction. The central dust extraction in the production area had to be fitted with ATEX-proof components so that the risk of ignition was minimized. Furthermore, dust formation had to be minimized with the help of a filtered dust extraction system that was placed above the workplaces and that ensured that the dust was collected and removed in a safe manner. Our DAPP project manager delivered clear, relevant and expert safety advice within a period of three months, including a Plan of Approach and an associated cost indication. After a period of 'explosive' growth, our client again fully complies with the regulations regarding safety, health and well-being in the company. A very pleasant thought.

10 October 2022
Redesign Packaging Design

Re­design Pack­ag­ing De­sign

Our client produces and sells consumer products such as dairy drinks, infant nutrition, cheese and desserts through its own subsidiaries in a large number of European countries, in Asia and Africa. Within the dairy branch of this company, DAPP is active at various cheese packaging locations. One of the applications that DAPP was allowed to fill in was the supply of a heavy project manager for the 'Redesign Packaging' project. Our client was looking for a specialist in the field of redesigning and renewing the layout planning of the various packaging lines. A physical relocation of these packaging lines was also part of the project. This specifically concerned the packaging lines for slicing, insertion in thermoforming packaging, weighing and labelling, case packing and palletizing of various types of cheese. Our project manager has extensive experience in realizing complex projects in a technically oriented environment and, more specifically, in the layout design of packaging lines. During the duration of the project, Lars has led a multidisciplinary project team. This involved multiple relocations and optimizations of existing packaging lines. The relocations required intensive planning and coordination because downtime was impossible: production had to be able to continue as usual.   In addition to the relocation of various lines, the project also involved the design of new machines and systems for case packing and palletizing. This design process was guided from design to realization using the well-known V-Model. Before delivery, an extensive validation program was completed. With a lead time of approximately 2 years, the project team was able to deliver the project in accordance with planning, safety, budget and quality. Both our client, Lars Goedgebuure and DAPP look back on a wonderfully challenging and successful project. Here too it has become clear: DAPP realizes!

10 October 2022