Employee stories

 I'm the connection point between the central Change team and in the plant. That means bringing the operational excellence strategy into the plant with a dedicated roadmap. We’re focused on improving operational KPIs including energy consumption – which is connected to sustainability. In the journey of transformation, you start from a diagnostic phase to find all the opportunities for improvement, then design and implement the activities to meet the targets.

We brought in a new system called the Trivium Line Monitor, which was a big change for the shop floor people, who had to learn to use new technology. Our operators gave us input that helped us focus on where we needed to improve. Now they are very enthusiastic about the system, and it really is the daily tool. It was a great collaboration as it was an opportunity for the optics team to learn something about the machine part and for the shop floor people to learn how the system works to support their job. 

The best thing about my job is that I can see the full cycle of improvement from beginning to end. I have the chance to discover the area of improvement, to plan the action and then to deliver it, and actually see the results – which is exciting.

Tommaso Picchi
Tommaso is an Operational Excellence Change Agent in Italy

I came to Trivium from a much smaller company and at first, I worried whether my knowledge would be enough for this global firm. But with the help of my colleagues, I learned a lot, and now I’m confident managing all the situations that come up.

I need to have a good knowledge of all the processes, from the beginning of the customer design building for prints in the studio to the final making of cans or components. My job is not just to check and ensure the quality of our products and processes conforms to Trivium standards and customer expectations, but also to issue the documents we need to engage with customers, suppliers and auditors.

I’m focused on two areas, firstly satisfying the customer – you need to achieve the best quality that you can with the tools that you have. But I’m equally focused on avoiding problems in production – such as minimising scrap and any loss of efficiency. I don't want to stop until I find the right way to reach our targets.

Being between the customer and production is the best thing about my job. It means you need to make big decisions, and that helps you develop in your career.

Daniele Noto
Daniele is a Quality Manager in Italy

I provide software support for the Graphics Studios in our European plants. It’s mostly remote, but sometimes I go on site to upgrade the systems, do maintenance or break/fixes. Each plant has its own metal packaging expertise – in France we make a lot of seafood packaging; in the Netherlands we specialise in nutrition product, a lot of powders, like baby milk, coffee and chocolate.

We use offset lithographic printing onto flat metal sheets for many of our products, but print directly onto aerosols. Our Graphics Studios prepare everything for printing – creating and dealing with artwork files, adding or correcting barcodes, checking the colours and so on. If they have any issues or technical queries, they can raise a ticket and get support. It’s really important that everything is correct and running smoothly.

Being a global company, there are different mindsets and cultural behaviours in Trivium – in Italy or France, for instance, people prefer to pick up the phone rather than communicate online. I enjoy solving problems and helping others. It's always the goal to share knowledge and make guidance accessible across the whole company, not just for one or two people. I learned early on in life that if you share knowledge, you learn more yourself.

Paulo Paglioli
Paulo is an IT Solution Support Engineer for Graphics Studios across Europe

I used to be a software engineer focused one specific area, but as an IT project manager for Trivium, I’m learning more about different technologies. In metal packaging, nowadays everything’s integrated and you’re using many different IT systems. I get to see the bigger relationship IT has with the business, and I’m gaining more knowledge about financial data.

I meet with colleagues at the Business Service Centre in Budapest and also do a lot of video calls. As a project manager, obviously the main job is the delivery of the project, but it’s the way you deliver it, right? I like to have more personal discussions so I can really understand what the issues or blockers might be, so we can mitigate and fix them. You need to be on top of these things so you can report that to management anything that could impact budget, scope, timeline or resources. The passion and motivation of colleagues helps us overcome challenges as a team.

I'm someone who's not afraid of change. If I’m assigned to do something that doesn’t seem to be related to my role, many people might think ‘why should I do it?’ but for me it’s an opportunity to learn something new.
 

Zdravko Atanasov
Zdravko is an IT project manager in Hungary

I worked in metal packaging first as a mechanic, then a shift manager, and I’m now Aerosol Ends Department Manager at Trivium in Italy. Every morning I meet up with shift leaders to plan activities and discuss any issues from the previous day. I record the data from the presses and all maintenance activities. I manage the material movements in the spare parts warehouse and schedule interventions of external technicians.

The team has long been focused on standardising output and increasing automation. Through automating the more dangerous processes, we have improved the machine safety and there have been no injuries in our department for several years.

I have grown professionally in my role and trained other colleagues in my team. I started studying English and working with other plants in the company from the Netherlands to the Czech Republic.

I like to work on new projects, such as the downgauging of materials and finding new ways to reduce maintenance activities. I collaborate with other managers to continuously improve and solve various issues. I like my job because gives me the opportunity to improve every day on both technical and organizational aspects.

Arjan Allkja
Arjan is an Aerosol Ends Department Manager in Italy

 I'm the connection point between the central Change team and in the plant. That means bringing the operational excellence strategy into the plant with a dedicated roadmap. We’re focused on improving operational KPIs including energy consumption – which is connected to sustainability. In the journey of transformation, you start from a diagnostic phase to find all the opportunities for improvement, then design and implement the activities to meet the targets.

We brought in a new system called the Trivium Line Monitor, which was a big change for the shop floor people, who had to learn to use new technology. Our operators gave us input that helped us focus on where we needed to improve. Now they are very enthusiastic about the system, and it really is the daily tool. It was a great collaboration as it was an opportunity for the optics team to learn something about the machine part and for the shop floor people to learn how the system works to support their job. 

The best thing about my job is that I can see the full cycle of improvement from beginning to end. I have the chance to discover the area of improvement, to plan the action and then to deliver it, and actually see the results – which is exciting.

Tommaso Picchi
Tommaso is an Operational Excellence Change Agent in Italy