Stops & TurnaroundsHow do you shut down a megafactory as effi ciently as possible?

Eurest ServicesStops & Turnarounds

Peter van der Burg (62) is Facilities and Logistics Manager. In this ca-pacity, he has managed many stops (turnarounds) at several big factories. Often in partnership with Eurest. ‘Good, fast delivery is vital during these projects. You need experience for this and support from a profes-sional organisation. Eurest understands this like no other. Every min-ute’s delay costs the client time.’

Why everything depends on good preparationVan der Burg has experience. He knows that a successful turnaround depends on excellent preparation. In total, such a process usually takes one and a half years, and involves shutting down the factory itself for a few weeks or even months. In the run-up to this, a lot of preparation is required. After discussing the expectations, drawing up the plans and completing the tender, work starts on site. Temporary accommodation is arranged, electricity, drinking water and drainage pipes are installed, and a temporary restaurant with cloakrooms and showers must be provided. As close to the plant as possible and with a logical routing. This tempo-rary accommodation is installed 4 months before the turnaround. Eurest is involved in all the plans and ensures that everything is in place.

700 people wanting lunch at the same timeVan der Burg: ‘There’s a whole logic behind the routing of a temporary restaurant. First cold buffet, then hot. The aisles must be wide enough. People must be able to see at once what’s being offered. And above all, they must not keep walking up and down. Or go to another sales outlet because it’s 20 pence cheaper. Everything must be streamlined. When 700 people suddenly arrive for lunch, you don’t want a caterer whose employees panic. And no one wants queues at the tills. This costs the client valuable time. Together with Eurest, I make sure that this doesn’t happen. I find out what the client wants and Eurest makes the arrange-

Huge factories and installations. Which normally operate 24 hours a day. At certain moments they too must be shut down, cleaned and serviced. As fast as possible. Because this is key: time is money. During these extensive processes, Eurest ensures that employees can perform optimally. How? By feeding them well.

Stops & TurnaroundsHow do you shut down a megafactory as efficiently as possible?

Eurest Services - Stops & Turnarounds

‘When hundreds of people suddenly want a fried egg, you give them a fried egg.’

ments. They know what is required to ensure that lunch service runs smoothly.’

When hundreds of people suddenly want an eggDuring a stop, the smallest details are vitally important. ‘Recently, I was responsible for a turnaround at a factory where lots of Germans would be working during the stop. They don’t want a cheese sandwich. They want schnitzel and chips. Eurest understands this and puts schnitzel on the menu. But sometimes the unpredictable happens. Like recently when during a stop someone wanted a fried egg, which wasn’t actually on the menu. Fortunately, Eurest was so flexible that the next day they served fried eggs. Then every-body wanted one: hundreds of people were having fried eggs. Topped with cheese. Or ham. The key issue here is that all those hundreds of people at work felt like an egg and that Eurest was able to offer it to them in no time. Great for the client, because the employees are happy and can resume work feeling satisfied. But also great for Eurest, because it’s all revenue.’

Tips for successful catering during a stop or turnaround1 Start making preparations in good time. Preferably one to one and a half years beforehand. 2 Involve the caterer early on, so that you can make optimal use of their knowledge. For example, did you know that offering a free lunch can lower the costs for the total turnaround?3 Choose a caterer whose ‘back office’ is well organised. On-time delivery, good routing, and with lots of experience in mass catering and huge peak moments. 4 If possible, choose catering in a safe area as near to the plant as possible. This prevents the costs of bus transport. You only have 30 minutes for lunch. 5 Make prices the same as those in other restaurants on the site. This prevents people going elsewhere for lunch because it might be a few pence cheaper. It’s about valuable minutes.6 Cater for the night shift with ready-to-eat meals from vending machines. Often these are small groups of people and vending machines save staffing costs. So choose a caterer who can offer tasty microwave food.7 Use psychological warfare. For example: a tea towel over a breadbasket says: ‘you can’t take one’. This creates doubt. And doubt costs time and money. 8 Provide a changing room and shower near the lunch room. This means that employees don’t need to go somewhere else before and after lunch, saving you time too.

Eurest Services - Stops & Turnarounds

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Eurest Services - Stops & Turnarounds