OZ Export is a Dutch flower exporter which buys flowers in The Netherlands, processes them and sells to wholesales across the world. Its turnover is over €150 million, making it one of the world’s largest flower exporters. The market is changing, customers order more often in smaller quantities and later in the day. Flowers must be cooled in the logistic chain from grower to customer to keep them fresh (Cool Chain). Customers put increasing demand on a good Cool Chain. In addition, the sales of OZ Export have increased with 30% between 2009 and 2011. These changes cause an increased capacity demand. OZ’s management has decided to expand the production hall OZ-1 (30.000m2) with a new hall OZ-2 (5.000m2). OZ Export would like to have a proposition for the process layout of OZ-2. Secondly they want an analysis of the AS-IS situation to be able to optimize it, regarding productivity, controllability and Cool Chain. The current processes of OZ Export were analyzed according to the Delft Systems Approach. From the analysis follow a number of issues. First, standards on the processes are incomplete with regards to effectiveness, efficiency and quality (including Cool Chain). Results are not accurately measureable. This causes the performance on these parameters to be based on subjective feeling. Measurements have shown that the true effectiveness is lower than what was expected. The productivity is being measured, but in a way that season and product influences disrupt the measurement. Second, the control of the product stream is ad hoc. OZ Export has a functional organization structure, but the necessary central production planning is missing. This makes intervening difficult, interventions are done too late, because only right before the deadline it becomes clear whether an order will be finished in time. The product flow shows the trademarks of a functional organizational structure; the organization is flexible, but after the products are processed, they are being pushed to the next process. This causes buffer to overflow and time wasted on searching for products. As a solution, the missing standards have been created for the effectiveness, efficiency and quality. To determine the result, a dashboard has been made that uses normative times, working hours, order data and finish times. The effectiveness is expressed as the percentage of orders finished on time. The efficiency is expressed as the normative hours against the real working hours. The results are now shown on signs at the departments in OZ Export, so that employees know them, and controlling on results becomes possible. For better control in the processes a product flow oriented organizational structure has been designed. By using a pull-based supply chain, the control becomes simpler, effectiveness and efficiency increase and the Cool Chain improves. From this complete design, a specific product line is lifted and placed onto OZ-2; the Chrysanthemum-Packaging flow. Moving this flow to OZ-2 creates a controllable production line in OZ-2. Of all possible options, this also leads to the biggest increase in available cold storage space, conveyor belt capacity, gate and dock facilities and floor surface for the processes that remain in OZ-1. As an experiment, this flow is placed in OZ-2 and the processes worked as a production line. Measurements show that the efficiency of the flow shows a small decrease, but the effectiveness and Cool Chain improved. This confirms the expectations based on calculations. OZ Export continues to work according to this production line organizational structure.