Latest news

03.01.2005

Waterloo rounds off phase one of reorganisation

In 2004 Waterloo BV and sister company Waterloo Air Products (UK) have undergone a reorganisation to change the company in a "lean and mean" organisation. One reason for setting up this project was to improve our quick-wittedness in our industrial branch. Another reason is the goal to improve the relationship with our clients. Thus explains general manager Albert Ekels who at first was appointed to strengthen Waterloo BV. Nowadays Mr. Ekels is also responsible for the UK sister company.

Recognition of the need for both companies to professionally and internationally cooperate on an international level was the base for the reorganisation. Result is compatibility with an European range of products.

The first step was selecting and appointing a complete new management team for the UK and the Netherlands. Momentary we are finishing the rationalisation and harmonisation of our complete product range. In this process we chose the best products both countries had to offer.

"Because both companies now exactly produce an equal product range and are connected by a direct computer network, Waterloo is ready to serve the North European market", states Mr. Ekels.

Our focus lies on quality and service. We give high priority to further optimisation and a decrease on delivery times. The flexibility which results from strengthening the cooperation between both factories is fundamental to be successful. As in case of large projects Waterloo will now be able to handle the complete order as one operation. If instant delivery is necessary products can be stockpiled until called off.

As motivation for improving our performance Waterloo encourages the development of a self thinking factory. Our employees are challenged to continuously think over their actions and activities and come with proposals to improve the efficiency of the production. This type of management not only brings direct and indirect proposals, but also improves the working climate and results in an stabile manpower. Waterloo has identified their employees as their main business capital. After all a stabile manpower will lead to a continuity optimisation which is essential for a successful future.

"Waterloo has learned their lessons from the past", states Mr. Ekels. This resulted in a lean and mean organisation with a strong focus on our main business. "We are know ready to provide Europe with a reliable and valuable product with a great service."