Heidelberg Materials: Achieving excellence through continuous improvement

Transforming the cement industry through continuous improvement

Heidelberg Materials is a major player in the cement sector, with eight production sites in France, including the Couvrot pilot plant. The company employs over 950 people and is committed to providing high-quality solutions for the cement industry. Its mission is to ensure reliable, safe, and sustainable production by integrating proven methodologies to optimize its processes and enhance operational efficiency across its facilities.

In this context, Heidelberg Materials launched the RENJI program, an ambitious initiative developed in collaboration with the Kaizen Institute team. The program involved 130 employees from different sites, promoting a collaborative approach and effective implementation. Its goal is to foster continuous improvement through practices such as Daily Kaizen, 5S, and the integration of best practices for problem-solving. As a result, the company achieved significant improvements in performance and safety and was recognized at the 2025 Kaizen Awards in France, which honor commitment to innovation and operational excellence.

Figure 1 – RENJI project teams in Couvrot

When challenges become opportunities for progress

During the implementation of the RENJI program, Heidelberg Materials encountered various challenges that, rather than acting as obstacles, served as drivers for process improvement and greater team engagement. Each difficulty uncovered specific areas in need of adjustment and improvement, while reinforcing the company’s culture of continuous improvement. These challenges provided opportunities to strengthen internal communication, optimize change management, and refine performance management practices.

Maintaining discipline in daily meetings

The early stages of the program revealed difficulties in maintaining the rigor of daily meetings, particularly at the supervisor level. This challenge provided an opportunity to improve monitoring methods and reinforce the commitment of site leaders, while promoting more effective collaboration across teams.

Managing anomalies and performance deviations

Another challenge involved managing anomalies and performance deviations. However, this highlighted gaps in existing processes and drove the development of a more structured and proactive approach to problem-solving. Each anomaly became an opportunity to improve team responsiveness and implement sustainable solutions.

Acting for transformation: Initiatives serving performance

As part of the RENJI program, the team began with a Value Stream Analysis (VSA) of the two pilot units, a comprehensive diagnostic aimed at accurately understanding the current operational state and identifying key areas for improvement. Based on this analysis, several strategic initiatives were implemented to improve operational efficiency, enhance safety, and optimize production unit performance. These actions were designed to address identified challenges and turn them into opportunities for continuous improvement, using proven methodologies and appropriate management tools.

1. Implementation of Daily Kaizen

Daily Kaizen was one of the program’s core pillars. Every day, teams meet for short sessions to discuss immediate issues and propose simple corrective actions. This approach fostered responsiveness and team engagement while also strengthening collaboration and transparency in managing daily problems. To ensure consistent implementation across all production units and maintain best practices, a Daily Kaizen Deployment Guide was also developed. This reference document formalizes standards, clarifies roles, and provides teams with structured support to sustain the approach over time.

Thanks to this methodology and shared tool, the team was able to ensure ongoing improvement and optimized resource management in each unit.

Figure 2 – Daily meeting board in Couvrot

2. Application of the 5S methodology

The 5S program is a Japanese method aimed at improving workplace organization and safety. It is based on five principles: sort, straighten, scrub, standardize, and sustain. This approach helps create a more organized, clean, and safe environment, thereby reducing accident risks and optimizing efficiency. The 5S methodology was applied to improve organization, cleanliness, and safety of the facility’s workspaces. Teams were trained to rigorously apply these principles, ensuring every work area is organized and secure. This led to a significant reduction in accident risks, better space management, and greater efficiency thanks to a more organized work environment.

Figure 3 – 5S implementation at the Couvrot production unit

3. Introduction of the Obeya Room

The Obeya room is a visual project management space where all key information is centralized to facilitate decision-making. This method was introduced to track the program’s progress and ensure rigorous follow-up on implemented actions. By making data accessible to all teams, the Obeya room enabled real-time tracking of results and faster, informed decisions. In addition, it strengthened collaboration between different hierarchical levels, ensuring greater cohesion and transparency within teams.

Figure 4 – Obeya room in Couvrot

4. Training in structured problem solving

Training in structured problem solving was essential in enabling Heidelberg Materials teams to better understand and systematically address issues.

By teaching problem-solving methodologies, employees were able to identify the root causes of recurring problems and implement sustainable solutions. These training sessions enhanced the company’s ability to proactively manage problems and establish more robust, reliable work processes.

Figure 5 – Visual board for structured problem solving

“We launched structured problem-solving training sessions, open to all employees, to strengthen skills and build a common habit of continuous improvement.” – Benoit Galichet, Industrial and Technical Director

5. Improved performance monitoring and anomaly management

As part of the RENJI program, the VRS method, whose initials in French stand for Vérification du Respect aux Standards (Verification of Compliance with Standards), was essential to ensuring process compliance with established standards and supporting effective performance management. By monitoring real-time deviations from objectives, this mechanism enabled the quick identification of anomalies and immediate action. his approach enabled proactive management and a reduction in unexpected breakdowns, improving equipment reliability (MTBF) and maximizing the availability of production units.

6. Sharing best practices and synergies between production units

The sharing of best practices among production units was a decisive factor in the success of the RENJI program. Governance meetings were organized to discuss achievements, challenges, and effective strategies. These discussions enabled harmonization of practices across units and the dissemination of the most effective solutions throughout the company. This collaborative approach strengthened team alignment and facilitated the adoption of best practices across all production units.

“These weekly meetings allow everyone to share experiences, successes, and challenges, reinforcing consistency and the quality of implementation across all units.”  – Charlotte Breuil, Health and Safety Director

RENJI program results

The RENJI program enabled the Heidelberg Materials team to achieve significant progress in several key areas. Here are the main results obtained:

1. Operational performance improvement

• 91% kiln efficiency: Remarkable improvement in equipment performance, reducing costs and maximizing production capacity.
• Fewer unplanned stoppages: Improved anomaly management reduced downtime and increased production line availability.

2. Enhanced safety

• Over 1 year without lost-time accidents: Continuous efforts to improve site safety helped maintain a safer work environment, with an impressive number of days without serious accidents.
• More than 180 days without accidents involving external service providers: Safety improvements extended beyond employees to include external service providers, ensuring a safer environment for all.

3. Energy sustainability and use of alternative fuels (AF)

• 72% alternative fuels used: This high percentage reflects the company’s commitment to more sustainable energy solutions, contributing to CO₂ emissions reduction and improved energy sustainability. The economic gains from this initiative are significant, with €1,140,165 in savings since 01/25, including the effect of petroleum coke prices— a carbon-based fuel used in industrial kilns (excluding CO₂ gains). Additionally, €234,254 in specific savings were achieved through reduced consumption, calculated based on 2024 pricing.

4. Better performance management and reduced variability

• Reduction in production losses: More rigorous performance management helped reduce losses linked to technical failures or inefficient processes.
• Increased mean time between failures (MTBF): Machine reliability improved, with longer intervals between failures, reducing unplanned maintenance costs and improving production.

5. Continuous improvement culture and team engagement 

• Greater team engagement: Employees played a key role in implementing solutions and improving processes, reinforcing the company’s culture of continuous improvement.
•  Strengthened collaboration between production units: Sharing best practices and creating synergies across units enabled process standardization and greater cohesion in the continuous improvement approach.

“RENJI shows that continuous improvement is a collective journey, where every production unit, every team, and every employee contributes to the company’s progress.” – Charlotte Breuil, Health and Safety Director

In short, the RENJI program enabled Heidelberg Materials to achieve outstanding results while laying the groundwork for ongoing progress. The company remains fully committed to this improvement journey. In 2026, a comprehensive assessment will be conducted to measure the impact of the actions implemented, particularly in operational performance, safety, and energy sustainability. This evaluation will draw on lessons learned from the program, especially through the sharing of best practices across sites. These exchanges, which serve as true engines of collective learning, helped rapidly disseminate successes and reinforce consistency in implementation across the industrial network.

The Heidelberg Materials team has shown that a structured approach, combined with a commitment to continuous improvement, can turn challenges into real opportunities. With the RENJI program, the company not only improved performance but also strengthened a culture of innovation and safety.

Figure 6 – Team nominated for the Kaizen Awards France 2025

This constant pursuit of excellence earned Heidelberg Materials a nomination for the Kaizen Awards France 2025, a distinction that recognizes its leadership in process optimization and its ability to inspire other companies in the sector to adopt a continuous improvement approach.