From people to processes: how Brightnewday brought structure to a fast-growing company

At Flanders Food Productions, a fast-growing food company, Bright Innovator Ellen set up a technical maintenance project. No manual. No process. No time. Just a mountain of challenges and a clear head.

‍

From improvising to organizing

What began as a broad consulting project grew into a profound change project at FFP, a cheese processing company that had grown explosively but had not scaled up its internal processes. Brightnewday consultant Ellen was responsible for the project management as well as the implementation of a new maintenance system. She brought structure, software, ownership and confidence to an organization that had grown explosively. Together with a team of engineers, she led the company to greater stability with customization, empathy and perseverance.

A large factory requires customized processes

FFP processed tons of cheese daily, but needed industrial processes to do so. The technical department had no clear schedule, no software, no reservation or technical inventory system. Everything depended on people rather than smart processes. Illness or vacation had to be accommodated. Preventive maintenance was needed. A clear warehouse structure had to be designed. Everything had to be much less ad hoc in a fast paced business environment. How do you make that happen?

‍

If you move people forward first, technology will follow

Brightnewday deployed a team of four consultants, including two permanent engineers on the floor and Ellen as project coordinator. The approach? First listen, learn, build relationships. Not a standard method, but customization that fit the culture. They implemented a maintenance package, guided adoption, trained employees, and redesigned responsibilities. All in consultation, in steps, tailored to the team's sensibilities. Because technological advances only work if people are on board.

‍

Space to reflect

The maintenance system works. Employees are using it. Support is growing. The technical department works in a more structured way and sees the value of change. Problems are now documented, work is planned. There is finally room to work more forward instead of just reacting. And the new maintenance structure stands as a foundation for further growth. So what next: preventive planning and warehouse reorganization? Check!

‍

All at once for the first time

"It's my first major project, and it's everything at once: technical, human, strategic," Ellen says. "I'm proud of the software implementation, but even more proud of the trust we've built. We are recognized, taken seriously. And we are making a difference. Not just in the systems, but especially in the heads."

‍

Growth for FFP as well as for Brightnewday

Meanwhile, Brightnewday also started analyzing all machines in the production lines. This provides insight into the maintenance needs and allows the team to build the right spare parts and design qualitative inventory management. This approach ensures a well-founded maintenance approach. Both substantive and human with smart management that supports growth and keeps the team on board.

‍

Brightnewday in one case? Undoubtedly.

This is entrepreneurship: seeing opportunities and tackling them. This is warmth: listening and working together on a human scale. This is purity: transparent, direct, no frills. And this is expertise: embedding technical solutions in workable processes. Brightnewday does not provide advice from a distance. We bring about change, but we keep our boots on the ground. The result is a deep bond of trust and a long-term collaboration between FFP and Brightnewday.