Andrew is Seneca Resource Recovery’s Operations Manager and brings over 20 years’ experience in operational and production management positions in the UK, Europe and Asia. He has built a unique understanding of waste and recycling processes and is focussed on making continuous improvements to Seneca’s on-site operational efficiency and delivery performance to customers.
Andrew has overall responsibility for the manufacturing, transport and associated administrative functions for the Seneca production facility, in addition to managing the in-house recycling needs of the Carey Group.
Seneca has an open and hardworking culture. Our production facility is quite different to the construction focused businesses within the rest of the Carey Group. We have a limited number of processes which by their nature can become quite repetitive, so we work hard to keep the team engaged, motivated and looking at ways of improving the way we do things. As a team we value our staff and their input into what we do. We have an interactive communication style where we talk to all the members of our team on a regular basis to highlight business issues and discuss solutions, whilst also focusing on staff welfare and making sure that all staff are kept safe in all that they do.
At Seneca we are always honest with our clients. It’s not always what they want to hear, but whether they’re a customer or a supplier, it’s essential for keeping things on track. Even with the most difficult of issues it is better to discuss situations and find a mutually beneficial solution for all parties.
Within the business we have certain metrics that we measure. Essentially this is what’s coming in, what we need to manufacture and the quality of material required. We look to process four and a half thousand tonnes of material per week but monitor this daily in line with our contracted shipments to the power stations, as we can’t bring in more material than we can ship. Material into the facility controls turnover so this (alongside making sure that the facility is safe and clean) is a critical element of my role.
The industry is becoming much more competitive with many more companies trying to do what we do than when we started in 2010. To combat this issue we are developing the quality of the finished material we're producing by extracting more recyclable elements from the waste to make a more bespoke product that suits a specific type of power station. Essentially, we’re moving towards producing solid recovered fuel, which is a drier material, but it’s harder to produce, so we're investing about £500,000 in new machinery to help support this ambition.
Alongside managing the introduction of the new compaction machine into the business which changed the focus from baled RDF to containerised loose RDF, my proudest initiative has been the development of the stock control and “machine check” system which we have put into place over the past year. Machine information is now put straight into a database and monitored to determine repeated issues and repair times. All consumable and parts stocks are monitored on the same database and automatically re-ordered when trigger points are reached.