The Viridor Optical Sorting Equipment (VOSE) project is an initiative undertaken by Viridor, a major UK-based recycling and energy recovery company, to implement a sustainable, technological solution for sorting plastics in their Skelmersdale facility. The company aims to lead the recycling industry by reducing landfill dependency, driven by sustainability goals and increasing competition in the waste management market. As a response to these challenges, the VOSE project was initiated to improve plastic sorting efficiency using advanced optical sorting technology. The project, which began in December 2018, is expected to run for 23 months and is valued at £1.5 million.
Many Hands, One Goal
Viridor has established itself as a leading player in recycling, working with over 100 local authorities to manage a wide range of waste materials. In line with the company’s commitment to sustainability, the VOSE project was developed to address inefficiencies in the manual sorting of plastics, specifically High-Density Polyethylene (HDPE), which is a valuable recyclable material. The project’s aim is to increase the recycling rate in the Skelmersdale plant from 50% to 70% by 2021 by leveraging optical sorting technology from Buhler Sortex, a Swiss company renowned for its expertise in material sorting systems.
The VOSE project addresses a key issue within the UK waste management industry, where manual sorting processes often fail to meet the growing demand for high-quality recycled plastics. By introducing automated sorting equipment, Viridor intends to enhance the quality and quantity of recycled materials, ensuring consistent HDPE output and meeting the increasing market demand for sustainable materials. The collaboration with Buhler Sortex was essential as Viridor’s internal team lacked the technical expertise required for such a high-tech implementation.
The Brains Behind the Machines
The VOSE project is a collaborative effort between Viridor and Buhler Sortex, a Swiss-based equipment company specializing in high-tech sorting solutions. Due to the lack of in-house expertise at Viridor, Buhler Sortex was contracted to develop and install the optical sorting system. The project involves about 35-45 personnel at various stages, with Buhler Sortex experts working both on-site in Skelmersdale and remotely from Switzerland to ensure the successful delivery of the project. The project is being managed in a matrix structure, where Viridor and Buhler Sortex each contribute specialized staff to different aspects of the project.
The scope of the project includes the development of an algorithm for the optical sorting technology, installation of a detection unit, and the material handling system. The project’s primary objective is to increase the recycling rate in the Skelmersdale facility, ultimately aiming to produce over 500 tonnes of HDPE monthly by the end of 2020. The introduction of this new technology will significantly reduce the manual effort required in the sorting process, allowing Viridor to process over 100,000 tonnes of plastics by 2022, a notable increase from previous capacities.
When Competition Heats Up
The VOSE project comes at a time when the waste management industry is experiencing increased competition, with six companies controlling 70% of the market. Furthermore, public attitudes toward recycling are becoming more favorable, with growing demand for better recycling solutions. According to Viridor’s 2018 Recycling Index, seven out of ten respondents indicated that technology would help improve recycling efforts. This feedback reflects a shift towards automation in waste management, driven by the need to increase efficiency and meet regulatory demands.
Additionally, economic and environmental factors are playing a significant role in the success of the VOSE project. Government regulations and incentives favoring sustainability, such as reduced landfill quotas, have created a favorable environment for the adoption of advanced recycling technologies. However, the project also faces potential challenges, such as fluctuating market demands for recycled plastics and the complexities involved in integrating new technology into existing workflows.
A Long Road, Many Steps
The VOSE project follows a structured project management approach, with distinct phases including initiation, planning, design, construction, testing, and implementation. Other key project management tasks are: project scoping, risk management, scheduling, change management, stakeholder engagement, and work package planning. These tasks were essential to ensuring that the project met its objectives and was delivered on time, within scope, and under budget.
The project charter outlines specific deliverables, such as the development of the material handling system, installation of the optical sorter, and staff training. The high-level algorithm developed by Buhler Sortex is a critical component of the project, ensuring that the optical sorter can accurately identify and separate HDPE from mixed plastic waste.
The milestone schedule for the project includes key dates such as the completion of the design phase in May 2019, assembly of the equipment by September 2019, and the final testing phase in December 2019. By the end of 2020, the project is expected to be fully operational, with staff fully trained in the new system and the manual sorting process completely phased out.
Making it all work
Project Scoping and Definition: Early in the project, a thorough scoping process was carried out to define the project’s boundaries and prevent scope creep. This included problem identification, solution outlining, and developing specifications for the sorting technology. Key objectives included increasing the recycling rate in the region from 50% to 70% and improving the consistency of HDPE supply, a critical input for manufacturing.
Development of the Project Charter: The project charter formalized the key deliverables, milestones, stakeholders, and objectives. Notably, the objectives were set using SMART criteria to ensure clear, measurable, and achievable outcomes. Among the stated goals were the recycling of over 100,000 pounds of plastic within the first year and the production of 500 tonnes of HDPE monthly.
Work Breakdown Structure (WBS) and Task Scheduling: The WBS was broken into high-level deliverables, including material handling system development, software development, integration, and staff training. One critical deliverable focused on hardware installation, particularly the conveyor system for the optical sorter. A detailed hierarchy of work packages was created, leading from top-level phases (e.g., design, manufacture, and installation) to individual work packages, such as the idler system for the conveyor. A task network was developed to manage task dependencies, ensuring that tasks like idler installation and conveyor frame alignment could be conducted in parallel to save time. This level of planning helped mitigate potential bottlenecks and streamlined the workflow, critical in a project of this scale.
Risk Management: Risk management was a key component, with ten primary risks identified early in the project. These risks ranged from logistical challenges, such as delays in procuring parts (e.g., the idler pattern), to technical risks related to software and hardware integration. For three of these risks, a detailed risk register was created, tracking the likelihood and impact of each risk, both before and after mitigation strategies were applied. For one of the critical risks—idler misalignment—a cost estimate for contingency actions was performed, and the Expected Monetary Value (EMV) of the risk was calculated. The project management team also developed a probability and impact matrix, which helped prioritize the risks and identify areas that required the most attention. This ensured proactive risk management throughout the project lifecycle ensuring that the project remains on schedule and within budget.
Change Management: A significant part of the VOSE project involved change management, particularly in transitioning Viridor’s workers from manual sorting to using the new optical sorting equipment. The project team used Kotter’s 8-step change management model to ensure smooth adoption. This included creating a vision for the change, communicating that vision effectively, and planning for short-term wins to keep stakeholders motivated. One of the primary challenges was the potential resistance from workers due to concerns about job security and the need for new training. To address this, regular communication sessions were held, and the project team ensured that staff were adequately trained on the new system, fostering a positive attitude toward the change.
Stakeholder Engagement: Stakeholder management was critical to the project’s success, given the range of individuals and departments involved. Using the Power-Interest Matrix, the project team identified and prioritized stakeholders based on their level of influence and interest in the project. For example, the Managing Director, who had high power but low interest, was kept informed but not actively involved in day-to-day decisions. Conversely, the Finance Manager, who had both high power and interest, was closely managed to ensure the project remained within budget.
Monitoring and Control: Throughout the project, key milestones were monitored to track progress. The project timeline included major phases such as initiation, planning, design, and assembly. Regular project updates and performance measurement baselines ensured that any deviations from the plan were identified and corrected early. This ongoing monitoring was vital in keeping the project on track and ensuring that it was completed on time.
Sustainability and Continuous Improvement: Beyond the immediate project goals, the VOSE project aligned with Viridor’s broader commitment to sustainability and innovation in recycling. The optical sorting system was not only intended to improve the recycling process but also to ensure long-term environmental benefits. The project team identified five key reinforcement activities aimed at sustaining the change beyond the project’s lifecycle, ensuring the organization continued to benefit from the new system well into the future.