Dennis Koning and Jasper Neirynck from Tryma do more than simply sell machines. On behalf of Tryma, they visit customers in Belgium and the Netherlands to provide advice on workflow and production optimization.

“Of course, we have our own vision,” says Jasper, “but the first step is always to listen carefully to what the customer wants. What are the company’s ambitions, what are the possibilities, and what does the production hall look like?” Dennis and Jasper therefore never deliver a ready-made layout.

Using examples, the duo demonstrates what is possible. Dennis points out that a lot of time is lost in production due to moving products—so-called “handling.” “Up to thirty percent of production time can be spent on this. At most companies, I see a huge opportunity to save time here. Many companies have invested in processing centers, which is logical, but we also see that significant savings can be achieved by investing in automation of the process. Right now, production is often done in a traditional way: one person assembles the entire product. All knowledge and all materials come together at that single point. We believe it’s better for workflow to distribute tasks rather than centralize everything in one place.”

After the initial meeting, Tryma incorporates both its own vision and the customer’s into a layout. According to Jasper, it’s like solving a puzzle. “We take the customer’s wishes into account, but we also try to optimize the workstations. Ergonomics is just as important as productivity, yet it’s often underestimated. Even temporary employee downtime can be very costly.”

“At this stage, we don’t consider costs yet. We focus on the most optimal production for that specific company.” The layout is then discussed and refined multiple times. Every customer has different needs and possibilities. Tryma emphasizes the importance of providing tailored advice. Ultimately, a final drawing is produced, which can then serve as the basis for an investment plan.

Dennis adds: “For some customers, everything is purchased at once, while others prefer a phased approach. Many clients know their ambitions and direction at this point in the process. It’s not unusual to look five years ahead and develop a phased investment plan. It’s also about future-proofing the company. Just look at what happened to automakers who didn’t embrace automation. I’m convinced we are at a similar tipping point in this industry.”