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Since the found­ing of Dapp many projects have been suc­cess­ful­ly re­al­ized. Below you will find an over­view of some in­ter­est­ing ref­er­ence projects that we have com­plet­ed.

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completed projects in dairy

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completed projects in fresh produce

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completed projects in food & beverage

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completed projects in non-food & logistics
Realisatie Packaging Optimalisation Pharma produer Dapp

Re­al­isatie Pack­ag­ing Op­ti­mal­i­sa­tion Phar­ma pro­duer

Dapp re­al­izes a tech­ni­cal and or­ga­ni­za­tion­al im­prove­ment of the total pack­ag­ing con­cept with­in the fac­to­ry of a vi­ta­min pro­duc­er in the Nether­lands. In ad­di­tion to an im­prove­ment in the lay­out of pro­duc­tion lines, flows of goods and walk­ing dis­tances, a clear link has been es­tab­lished be­tween plan­ning, stock lev­els and pro­duc­tion vol­umes.

 Non-Food & Lo­gis­tics

more projects

New production facility potato processor Dapp

New pro­duc­tion fa­cil­i­ty pota­to pro­ces­sor

Dapp helped a pota­to pro­ces­sor with the lay­out and de­sign of a new pro­duc­tion fa­cil­i­ty. Dapp fo­cused on the de­sign of the ware­hous­es. For this pur­pose Dapp set up a para­met­ric model, in order to be able to adapt the fur­nished ware­house to the wish­es of the client in a live ses­sion in 3D. The flex­i­bil­i­ty of the model made it of enor­mous added value for the client. In this way, out-of-the-box ideas could im­me­di­ate­ly be put into prac­tice. At a later stage, Dapp also car­ried out work to cre­ate 2D floor plans of the final lay­out. Fruit, Veg­eta­bles & Food In­gre­di­ents
Professional drawing and drawing management increases the clout of a cheese producer Dapp

Pro­fes­sion­al draw­ing and draw­ing man­age­ment in­creas­es the clout of a cheese pro­duc­er

A cheese pro­duc­er asked Dapp if we could sup­ply a good ex­pe­ri­enced pro­fes­sion­al with knowl­edge of Au­to­CAD2 who could con­trib­ute to the ex­e­cu­tion of all kinds of draw­ing work. Dapp then searched its net­work for a per­son with the re­quest­ed knowl­edge and ex­pe­ri­ence. Our pro­fes­sion­al works with Au­to­CAD and In­ven­tor both from home and on lo­ca­tion at the client and is con­nect­ed to the de­part­ment En­gi­neer­ing/Projects. In this de­part­ment, in the first place 2D (Au­to­CAD) or 3D (In­ven­tor) draw­ings are made for projects to be car­ried out. As a sec­ond, no less im­por­tant task she keeps the draw­ings up to date and where nec­es­sary she up­dates the in­for­ma­tion on the draw­ings. This means clean­ing up, up­dat­ing and doc­u­ment­ing the draw­ing file, the P&ID di­a­grams, but also things like the total lay­out of the plant or spe­cif­ic as­sign­ments such as the de­sign of es­cape routes and as­so­ci­at­ed draw­ings.  In con­crete terms, this means that draw­ings or sketch­es are pro­vid­ed by the client(s) which are pro­cessed by our drafts­man in ex­ist­ing draw­ings or, in the case of major changes, a new draw­ing is cre­at­ed and stored as a newer ver­sion in the draw­ings file. It hap­pens reg­u­lar­ly that our draughts­man looks at the sit­u­a­tion on site, mea­sures the lo­ca­tion to en­sure that ev­ery­thing is cor­rect on the draw­ings. It will not be sur­pris­ing that the drafts­man usu­al­ly works alone, but there is much con­sul­ta­tion and co­or­di­na­tion with the client about the final re­sult. The ar­rival of this pro­fes­sion­al drafts­man has led to a much bet­ter or­ga­nized and there­fore much more ac­ces­si­ble draw­ing file. The cus­tomer no­tices the dif­fer­ence. Since her in­volve­ment, draw­ings are found much faster than be­fore. Be­cause changes are pro­cessed im­me­di­ate­ly, draw­ings are al­ways up-to-date and there­fore have a high de­gree of re­li­a­bil­i­ty. They show how cer­tain things are made or de­signed. So no nasty sur­pris­es. In ad­di­tion, some­times the ques­tion is asked to de­sign some­thing in 3D. That is no prob­lem for our pro­fes­sion­al. With In­ven­tor she can draw in 3D. It may be a part that needs to be in stock or a pro­to­type that needs to be de­liv­ered to a ma­chine builder. Such a pro­to­type is then drawn in 3D, after which a pro­duc­tion draw­ing is made. Dairy
Project leader Operational Excellence at large Dutch vegetable cutter Dapp

Project lead­er Op­er­a­tional Ex­cel­lence at large Dutch veg­etable cut­ter

In Jan­u­ary 2018, DAPP was able to sup­ply a project em­ploy­ee to a large lead­ing fruit and veg­etable pro­cess­ing com­pa­ny. Our pro­fes­sion­al had worked in many dif­fer­ent po­si­tions in his ca­reer. Think of process tech­nol­o­gist, val­i­da­tion en­gi­neer, plant man­ag­er and tech­ni­cal man­ag­er. The com­mon thing about all these func­tions was that they were with­out ex­cep­tion as­sign­ments in the world of the food in­dus­try. With all his ex­pe­ri­ence, our can­di­date was the per­fect match to an ap­pli­ca­tion that DAPP re­ceived at the end of De­cem­ber 2017. He was placed in the Op­er­a­tional Ex­cel­lence de­part­ment of the fresh veg­etable cut­ting plant. The projects that run through this de­part­ment are most­ly OPEC in na­ture and aimed at achiev­ing ef­fi­cien­cy. Our DAPP man was im­me­di­ate­ly de­ployed in a project that was ini­ti­at­ed by a dis­grun­tled in­ter­nal cus­tomer. He wasn't happy with the size of the chopped veg­eta­bles. That had to be ar­ranged dif­fer­ent­ly. Our project lead­er start­ed his as­sign­ment with a thor­ough in­ves­ti­ga­tion into the vari­a­tions that were present in the line. What are the but­tons that you can or must turn to get the end prod­uct that the con­sumer is wait­ing for? What vari­a­tions are there and to what ex­tent did they in­flu­ence? He car­ried out this as­sign­ment large­ly in­de­pen­dent­ly, where­by the in­ter­vi­sion ses­sions with the team lead­er of the veg­etable line were guid­ing. The re­sult of the re­search was twofold: There are many fac­tors that in­flu­ence the cut­ting process and thus made the size of the prod­uct un­pre­dictable and there were also un­in­flu­enced pur­chas­ing spec­i­fi­ca­tions. Based on this ob­ser­va­tion, a pro­pos­al was made to build a sort­ing de­vice at the end of the pro­duc­tion line that sorts the coarse parts from the line. The cap­tured prod­uct can be re­turned to the point prior to the cut­ting ac­tiv­i­ty so that it can then pass through the cut­ting part again. This it­er­a­tion can con­tin­ue until the prod­uct has the de­sired di­am­e­ter. As a re­sult, fail­ure of too large pieces is no longer an issue and, in prin­ci­ple, 100% of the prod­uct is pro­cessed.   Thanks to this extra sort­ing step, the veg­eta­bles can be de­liv­ered in any de­sired cut size. The client is very sat­is­fied with the cho­sen so­lu­tion and the as­so­ci­at­ed ef­fi­cien­cy im­prove­ment. Our DAPP project lead­er has start­ed work­ing for our cus­tomer after two years, and after var­i­ous other as­sign­ments. Fruit, Veg­eta­bles & Food In­gre­di­ents
Far-reaching change at a large Dutch beverage manufacturer Dapp

Far-reach­ing change at a large Dutch bev­er­age man­u­fac­tur­er

Our client is an in­ter­na­tion­al FMCG play­er in the food & bev­er­age seg­ment. They work from a large pro­duc­tion lo­ca­tion in the Nether­lands. Pro­duc­tion runs con­tin­u­ous­ly, 24 hours a day. An in­ter­na­tion­al audit, in which the var­i­ous pro­duc­tion lo­ca­tions were bench­marked against each other, showed that this pro­duc­tion lo­ca­tion scored rel­a­tive­ly less on the theme of ther­mal en­er­gy con­sump­tion. The ther­mal en­er­gy was and is gen­er­at­ed on site by means of gas-fired steam boil­ers. The large loss of en­er­gy turned out to be the re­sult of one of the two high-pres­sure steam pipes that turned out to be in­cor­rect­ly di­men­sioned. The line no longer matched cur­rent con­sump­tion and was too large. This re­sult­ed in con­den­sa­tion and thus led to sig­nif­i­cant en­er­gy loss. DAPP was asked to pro­vide a project man­ag­er who could solve this prob­lem. The order that was given con­cerned a com­plete de­sign of a new high-pres­sure steam pipe­line. Ad­di­tion­al pro­vi­sions were in­clud­ed in the de­sign to en­able this pipe­line and the as­so­ci­at­ed pro­duc­tion in­stal­la­tions to be taken out of op­er­a­tion in a safe man­ner if nec­es­sary. In the old sit­u­a­tion this was im­pos­si­ble: dur­ing an in­spec­tion or dur­ing main­te­nance, the en­tire pro­duc­tion lo­ca­tion had to be taken out of op­er­a­tion im­me­di­ate­ly. A rather dras­tic and ex­pen­sive course of ac­tion. Our DAPP project man­ag­er was al­lowed to put to­geth­er his own team. It was im­por­tant to him in that choice that a po­ten­tial team mem­ber had a high de­gree of demon­stra­ble sub­ject mat­ter ex­per­tise and ex­pe­ri­ence with the sub­ject. This was im­por­tant be­cause the as­sign­ment turned out to be com­plex and the re­sult­ing risks for the pro­duc­tion in­stal­la­tion were very high. A con­trolled and man­aged tran­si­tion was a top pri­or­i­ty. Any error in the en­gi­neer­ing and dur­ing re­al­iza­tion could lead to a long-term down­time of the en­tire pro­duc­tion lo­ca­tion. In ad­di­tion to ex­pe­ri­enced em­ploy­ees from pro­duc­tion, en­gi­neer­ing and main­te­nance, our project man­ag­er in­volved var­i­ous spe­cial­ized ex­ter­nal con­trac­tors and sup­pli­ers in the project, such as from the in­spec­tion body, the 'no­ti­fied body'. The DAPP project man­ag­er worked to­geth­er with his team, which at times con­sist­ed of as many as 25 mem­bers. What he thought was im­por­tant and want­ed to achieve with the project was the im­prove­ment of the old ex­ist­ing sit­u­a­tion on sev­er­al lev­els: func­tion­al (im­proved con­trols, im­proved mea­sure­ments); safe­ty (ap­ply­ing strength cal­cu­la­tions in the de­sign, being able to go into and out of op­er­a­tion in a con­trolled man­ner); tech­ni­cal (ap­ply­ing in­no­va­tive tech­niques, in­clud­ing in the field of in­su­la­tion); costs (by, among other things, choos­ing the op­ti­mal pipe­line route). In order to achieve these ob­jec­tives, the nec­es­sary ob­sta­cles had to be re­moved, some­times lit­er­al­ly. A good ex­am­ple of this is the tran­sit that had to be made through an al­most 1 meter thick foun­da­tion floor. Spe­cial­ists with  a lot of ex­pe­ri­ence learned a lot through the ap­pli­ca­tion of in­no­va­tive tech­niques, also un­known to them. This re­quired good team­work in which a good con­struc­tive at­mos­phere was im­por­tant. Ev­ery­one took the ut­most care to achieve the project suc­cess. There was an at­mos­phere in the project team, when the cir­cum­stances de­mand­ed it, not to be afraid to de­vi­ate from the beat­en track in order to ar­rive at the op­ti­mal so­lu­tion. Dur­ing the re­al­iza­tion phase, pro­duc­tion was stopped twice in order to in­stall the new high-pres­sure steam pipe­line under the nec­es­sary time pres­sure. We man­aged to keep to the sched­ule and the new pipe­line has now been suc­cess­ful­ly put into op­er­a­tion. This not only makes an im­por­tant con­tri­bu­tion to en­er­gy sav­ings, but also makes it pos­si­ble to start and shut down pro­duc­tion in­stal­la­tions in a safe and easy way. The new steam pipe­line leads to ap­prox­i­mate­ly 2% sav­ings, ex­pressed in MJ/unit of prod­uct, on the total ther­mal en­er­gy con­sump­tion of the pro­duc­tion site. This doesn't seem like much, but in ab­so­lute terms it leads to sig­nif­i­cant sav­ings that pay for the in­vest­ment in 3 years. All in all, a mean­ing­ful, prof­itable and above all sus­tain­able in­vest­ment. The ad­just­ments were also a great op­por­tu­ni­ty to carry out re­me­di­a­tion work on the in­stal­la­tion. These are often the final item in the bud­get and are often for­got­ten. This com­plet­ed the suc­cess­ful de­liv­ery and con­trib­utes sig­nif­i­cant­ly to the full sat­is­fac­tion of the client and users. Food & Be­ve­r­a­ge
Engineering & Project Management Leakage CIP Installation Dairy Company Dapp

En­gi­neer­ing & Project Man­age­ment Leak­age CIP In­stal­la­tion Dairy Com­pa­ny

(*pho­to is not cur­rent sit­u­a­tion). Our cus­tomer had been hav­ing a prob­lem with his CIP (Clean­ing In Place) in­stal­la­tion for some time now. The in­stal­la­tion leaked di­lut­ed caus­tic soda and ni­tric acid due to a mal­func­tion­ing valve. The prob­lem was ex­ac­er­bat­ed by foam to which the level de­tec­tor was not re­spond­ing. For ex­am­ple, it could hap­pen that CIP liq­uid from a tank over­flowed the floor. In this case, the prob­lem owner was the plant man­ag­er and, be­cause the CIP in­stal­la­tion in the pre-plant is an in­stal­la­tion that is used daily, he want­ed to have that prob­lem solved per­ma­nent­ly. An ex­ter­nal project lead­er was ap­point­ed via DAPP. Our project lead­er im­me­di­ate­ly start­ed mak­ing an in­ven­to­ry of the prob­lem and the re­sult­ing risks. The CIP in­stal­la­tion turned out to be on a mez­za­nine floor, above the pro­duc­tion. This meant that solv­ing this prob­lem, es­pe­cial­ly in the prepa­ra­tion phase, re­quired a lot of at­ten­tion for the ar­chi­tec­tural side of the as­sign­ment. The mez­za­nine floor of the CIP in­stal­la­tion had a mem­brane in the floor and this was leak­ing in a num­ber of places. As a re­sult, a dan­ger­ous sit­u­a­tion could arise on the ground floor. This led, among other things, to ar­chi­tec­tural fail­ures: fall­ing stuc­co and tiles and the crum­bling of con­crete lin­tels. This nat­u­ral­ly had a major im­pact on the gen­er­al hy­giene in this part of the fac­to­ry. This prob­lem was men­tioned sev­er­al times dur­ing au­dits. This nui­sance meant that extra rounds had to be sched­uled for clean­ing and re­peat­ed re­place­ment of stuc­co and tiling. Last but not least, the ex­ist­ing sit­u­a­tion led to the dan­ger of leak­age of lye and acid so­lu­tions down the wall where elec­tri­cal switch boxes were hung. In short, a very un­de­sir­able sit­u­a­tion. The project de­ci­sion is nor­mal­ly com­plet­ed with a busi­ness case or a cost cal­cu­la­tion on the basis of which a go - no go de­ci­sion can be made. That was not the case in this project: the project had to be car­ried out any­way. What mat­tered in­stead was how it was per­formed. The cen­tral ques­tion was how the floor could be made com­plete­ly liq­uid-tight. After the in­ven­to­ry of all al­ter­na­tives, it was de­cid­ed to â??liftâ? the CIP in­stal­la­tion con­sist­ing of 4 tanks and place it in a metal drip tray. Our project man­ag­er had to take a num­ber of pre­con­di­tions into ac­count. For ex­am­ple, in ad­di­tion to ar­chi­tec­tural as­pects, safe­ty risks, pro­duc­tion down­time and fu­ture ex­pan­sions in this zone of the fac­to­ry had to be taken into ac­count. In this phase he ex­plic­it­ly in­volved the QHSE de­part­ment in plan­ning. The choic­es made in the project had to be able to count on the full sup­port of that de­part­ment. In the project prepa­ra­tion phase, our project lead­er and his 4 project em­ploy­ees worked with the Early Equip­ment Man­age­ment (EEM) method. This work­flow sys­tem con­tains all man­age­ment as­pects that are nec­es­sary to en­gi­neer a project. If han­dled prop­er­ly, it en­sures a ver­ti­cal start-up and a rapid com­ple­tion of the project. It rais­es ques­tions such as which ma­te­ri­als are re­sis­tant to the ac­tion of ni­tric acid and caus­tic soda. An ar­chi­tec­tural chal­lenge turned out to be the extra sup­port of the roof con­struc­tion nec­es­sary to be able to lift the tanks dur­ing the project ex­e­cu­tion. The re­sult of the project is a liq­uid-tight floor and a leak-free CIP in­stal­la­tion, cre­at­ing a sus­tain­ably safe en­vi­ron­ment for the em­ploy­ees and for the in­stal­la­tion it­self on the first floor and on the ground floor. The plant man­ag­er was ex­treme­ly pleased that the project had fi­nal­ly put a stop to a re­cur­ring prob­lem. It was nice that the project could be com­plet­ed with­in the pre-al­lo­cat­ed bud­get. The QHSE de­part­ment was also very sat­is­fied. The project passed their strict re­quire­ments with fly­ing col­ors. Dairy
Increasing production capacity drinking can line Dapp

In­creas­ing pro­duc­tion ca­pac­i­ty drink­ing can line

Our client is a man­u­fac­tur­er that de­vel­ops, pre­pares and has its own bot­tling plant with seven bot­tling lines for more than two hun­dred dif­fer­ent bot­tle types (vary­ing from stone jars, minia­ture bot­tles made of glass or PET, plas­tic con­tain­ers or drum pack­ag­ing) . After the com­mis­sion­ing of a new can­ning line, pro­duc­tion ca­pac­i­ty fell short of ex­pec­ta­tions. Some time ago, our cus­tomer there­fore start­ed a project to sig­nif­i­cant­ly in­crease the ca­pac­i­ty for pack­ag­ing canned drinks. Dapp was ap­proached to lead the project by a project lead­er with demon­stra­ble knowl­edge of can lines. Pre­cise­ly be­cause of the com­bined knowl­edge of can lines and in­creas­ing pro­duc­tion ca­pac­i­ty, the project lead­er has been able to build the line to­geth­er with the pro­duc­tion team in order to achieve the de­sired re­sult. The project lead­er also as­sist­ed the pro­duc­tion line team with ad­vice and as­sis­tance to help them run the line in­de­pen­dent­ly. The re­quired knowl­edge was in­suf­fi­cient and the line had quite a few teething prob­lems. After the re-en­gi­neer­ing, these were re­moved and a lot of time was spent on op­ti­miz­ing the line. Ul­ti­mate­ly, the line was able to suc­cess­ful­ly achieve the de­sired out­put. Ev­ery­thing be­comes liq­uid under pres­sure, a say­ing that cer­tain­ly ap­plied in this sit­u­a­tion. Pre­cise­ly be­cause of the above prob­lems, a fruit­ful col­lab­o­ra­tion start­ed from the project team with the stake­hold­ers in­volved: with the pro­duc­tion team, with man­age­ment, with sup­pli­ers and in­ter­nal and ex­ter­nal ad­vi­sors. Through well-co­or­di­nat­ed joint ef­forts, we have suc­ceed­ed in grad­u­al­ly in­creas­ing the ca­pac­i­ty of the line from ap­prox­i­mate­ly 10,000 cans per day to 110,000 units. A sig­nif­i­cant im­prove­ment that ev­ery­one in­volved is jus­ti­fi­ably proud of.    After the can line project, the project lead­er was asked to act as NPI man­ag­er in re­la­tion to the can line, which sub­se­quent­ly worked in close col­lab­o­ra­tion with the Sales, Qual­i­ty & In­no­va­tion and Pro­duc­tion & Lo­gis­tics has been able to put more than ten new prod­ucts on the mar­ket. In the mean­time, after more than a year of in­volve­ment, the as­sign­ment of our project lead­er has been com­plet­ed. Our drinks man­u­fac­tur­er has ap­point­ed an em­ploy­ee from its own ranks who is now the pivot in the en­tire can story. Food & Be­ve­r­a­ge
Tekenwerk Piping & Instrumentation Diagrams Dapp

Te­ken­werk Pi­ping & In­stru­men­ta­ti­on Dia­grams

Dapp heeft voor een klant in de che­mie in de Be­tu­we ge­du­ren­de een lange pe­ri­o­de ge­hol­pen met het ver­zor­gen van het te­ken­werk van een van de pro­duc­tie plants. Hier­bij ging het voor­al om het in het veld na­lo­pen van en­ke­le be­staan­de P&ID's (Pi­ping and In­stru­men­ta­ti­on Dia­grams) en ver­vol­gens de te­ke­nin­gen up­da­ten in het ge­vraag­de pak­ket Au­to­CAD Plant 3D (een ge­spe­ci­a­li­seer­de ver­sie van Au­to­CAD). Door­dat de pro­fes­si­o­nal van Dapp zelf­stan­dig aan de slag kon en ken­nis had van zowel P&ID's als het te­ken­pro­gram­ma is dit voor een klant een zeer waar­de­vol­le sa­men­wer­king ge­ble­ken die tot op heden loopt. De sa­men­wer­king met de klant heeft ge­leid tot te­ke­nin­gen die extra in­zicht bij het uit­wer­ken van pro­jec­ten en hel­der­heid voor de ope­ra­tors geven. Fruit, Veg­eta­bles & Food In­gre­di­ents
Facility Layout Solution at a cheese processor Dapp

Fa­cil­i­ty Lay­out So­lu­tion at a cheese pro­ces­sor

For a cheese pro­ces­sor in the Hoogeveen re­gion, Dapp car­ried out a Fa­cil­i­ty Lay­out So­lu­tion (FLS) in a few weeks. The as­sign­ment was to iden­ti­fy and quan­ti­fy ex­ist­ing and fu­ture re­quire­ments. By draw­ing up the nec­es­sary data sheets in col­lab­o­ra­tion with the client, an FLS model could be cre­at­ed that served as a basis for even­tu­al­ly work­ing out a num­ber of op­tions for the ex­pan­sion and re­design of the fac­to­ry. By using the FLS model, the best op­tion that suit­ed the cus­tomer's needs could be cho­sen in order to min­i­mize the ma­te­ri­al han­dling costs. For this pur­pose, in ad­di­tion to 2D im­ages, 3D im­ages were also cre­at­ed. Dairy
Dapp, Pascalweg 5-06
4104 BE Culemborg, The Netherlands
Telephone: +31(0)345 50 52 56
Email-address: [email protected]
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