Raimi and the power of teamwork

Raimi was just 26 when he joined Sungai Murni Palm Oil Mill as a junior engineer. Fresh out of university, he quickly learned that the real challenge wasn’t just fixing machines or improving efficiency—it was uniting the team behind a common purpose.

The mill had been struggling. Operators worked in silos, communication was patchy, and minor breakdowns often snowballed into bigger problems because no one took ownership beyond their own tasks. Raimi saw that the first thing he needed to fix wasn’t the machinery—it was the teamwork.

1. Encouraging Communication
On his first month, Raimi started a simple “5-minute morning huddle” at the control room. Every shift began with an open discussion about the day’s priorities, potential issues, and quick updates. At first, the older technicians kept quiet, unsure if this young guy could really make a difference. But over time, Raimi’s respectful listening and genuine interest broke down the barriers. Soon, even the quietest operator began sharing ideas.

2. Establishing Clear Goals
Raimi noticed that many breakdowns happened because the team didn’t know how their individual tasks contributed to the bigger picture. He worked with the mill manager to set clear weekly goals—like reducing downtime to under 3%, or improving oil extraction rate by half a percent. He posted these targets on a big whiteboard at the workshop, so everyone could see progress in real time.

3. Promoting Collaboration
Instead of assigning problems to one department, Raimi encouraged cross-team problem-solving. When the kernel silo’s conveyor jammed one night, the maintenance crew and boiler team worked side-by-side to clear it, with Raimi right there, grease on his hands. That night, the breakdown was fixed in half the usual time—and it became the spark for a new “all hands on deck” culture.

4. Recognizing Achievements
Raimi made it a habit to celebrate small wins. When the EFB press team achieved a record low fibre moisture, he took a photo of the crew, printed it, and pinned it on the notice board with a “Team of the Week” label. He even convinced management to give small grocery vouchers as a thank-you. These moments lifted morale and showed that everyone’s contribution mattered.

After a year, the change was obvious. Downtime dropped, operators trusted each other more, and the mill’s output exceeded targets. Raimi’s technical skills had helped, but his true achievement was building a team that spoke openly, aimed for the same goals, worked together, and celebrated success as one.

Standing in the mill yard one late evening, with the hum of the presses in the background, Raimi smiled to himself. Machines make the oil, he thought, but people make the mill run.