Operational excellence

Delivering on promises, cost savings, productivity improvement, and simplification.

What Turner can do

In our increasingly demanding world, customers expect everything to be available faster, more reliable and cheaper than ever before. New technologies keep changing the playing field and the rules of the game. Your survival as an organization no longer just depends on delivering the best product or service, top-notch customer satisfaction or superior execution. These days, you need to deliver all three. But how do you go about that? Which hypes can you afford to pass up? And in what areas do you want to be in the top of the league? These are relevant, urgent questions.

1

Optimizing primary value chains for the customer​.

Results: 20-30% reduction of throughput time, 30-40% less mistakes, 10-20% reduction of time spent and costs, 10-20% increase in client and employee satisfaction rates

We help you discover which processes and value chain have most potential for improvement using a quick and comprehensive analysis.Helping you assign resources best that have most potential for improvement. Together with employees, we reduce waste and the number or crossovers. We eliminate recurrent tasks from the use of robotic process automation. Improving the process management and governance by using data and AI. Creating more opportunities to prioritize, distribute and plan work. Verbeterde onderlinge samenwerking leidt tot betere prestaties en plezier in het werk.Ook bieden wij een raamwerk om de belangrijkste partners en leveranciers te differentiëren en daarmee een optimaal inkoop- en samenwerkingsproces in te richten. So that we can all focus on serving clients best.

Results: 20-30% reduction of throughput time, 30-40% less mistakes, 10-20% reduction of time spent and costs, 10-20% increase in client and employee satisfaction rates

Do you recognize the following? “IIt takes ages before we get what we need!” or “We should hire outside resources, because our own people are too expensive!” This is what we hear a lot in organizations where there's a gap bbetween supporting services and client-facing departments. We are here to help increase client-centricity and agility of your supporting services. Improving the cooperation between departments along the way. Directly impacting quality and costs. We can bring the best practices from a variety of industries: IT, HR, Finance, Legal, R&D, and Maintenance. Together with your people, we translate those best practices into a custom design fit for your organization's needs.

2

Strengthening customer orientation of supporting services.

3

Structural cost reduction and productivity improvement. While maintaining conditions for growth and innovation.

Results: 10 – 15% lower costs and 5 – 30% higher productivity. Achievements, even in the short term. Typically, the analyses lead to 'quick wins' that can be implemented immediately, demonstrating savings shortly thereafter. The larger 'breakthrough,' including necessary organizational adjustments, is often realized within 3/6/9 months. Cost reduction and productivity increases ranging from 10% to 30%, which directly translate to EBIT growth, are often the outcome. Additionally, cost consciousness and decisiveness are instilled within the organization, laying the foundation for years of structurally improved operational performance for the company.

Figuur CPE - Oplossingen

Results in two months with the Cost & Productivity Excellence program (see Figure 1). In the current market conditions, facing increasing pressure from customers, labor market scarcity, and competition, cost reduction, productivity improvement, and enhancing operational effectiveness are top priorities on every management agenda. However, many initiatives fail to deliver substantial reductions in cost base, improvements in productivity, and EBIT enhancement. What are the key success factors for achieving rapid cost efficiency and productivity improvement in your organization? An integrated approach is the key to success. Limited focus on one discipline or a blanket approach across the entire organization often leads to sub-optimization or - worse yet - 'cutting into muscle.' Our methodology is based on a comprehensive approach from analysis to execution. In step 1 of our approach, a brief integrated analysis is conducted, issues are identified, and solution directions are developed. Based on management's vision for the medium term, the breakthrough in structural profitability improvement is determined, and the necessary support is obtained. Priorities for urgent measures are set, and the business case is concretized. This enables a clear go/go-go decision. Our approach is based on a coherent assessment of the four cost and productivity perspectives: A: processes, B: assets/resources, C: procurement, D: customer & product portfolio.

Results: reduced coordination burden due to a main structure that aligns better with the main streams of work, 15 – 33% increased simplicity, fewer forms of consultation and time spent, maximum autonomy.

Approach: This proposition from Turner’s services is also known as ‘The Tune-Up’ (‘De APK’ in Dutch). It involves periodically checking and streamlining accumulated complexity. We have a simplification model with proven checks and best practices. In this, we simplify: (1) products and services, (2) processes, (3) structure and governance, (4) culture, (5) resources. On the change side, we address (6) the change portfolio and (7) (Agile) project approaches. Experience shows that there is particularly a lot of simplification gain to be achieved within:

  1. (2) processes: eliminate unnecessary process steps, automate repetitive routine tasks, standardize. Process efficiency and effectiveness gains of 15 – 35%.
  2. Gather information correctly the first time and at the source (classic business process redesign principles).
  3. (3) structure and governance: streamline and recalibrate; mandates, escalations, forms of consultation (reductions of 30 – 50% in time and quantity), information & reporting (25 – 50% in quantity and frequencies).
  4. (6) the change portfolio: streamline 10% zombie projects, 33% are not change projects but simply operational work, 33% have overlapping scope, mandate, and claims on resourcing.
  5. Why is it often so readily available? There’s always something being added, and rarely something being taken away. Streamline and ‘de-fat’. It creates oxygen in the organization and releases resources.

4

Simplification

5

Increasing the organization's capacity for improvement​.​

Results: 40-50% improvements projects finished successfully, 10-20% more results from improvement initiatives, aligned with operational peformance, 10-20% higher (internal) clients and employee satisfaction rates

We believe that every organization should be able to adapt itself to changing circumstances in the long term. We help increase the capacity for change in your organization together with your people. We train your people in the change management methodologies, putting these into practice directly. Take our Lean Six Sigma Greenbelt Training. We help you put continuous improvement processes into practice, so that your organization can continuously improve itself on an operational level. Everyday improvements have large impact on your results eventually. We help you set up and professionalize your department for internal improvements

Based on our track record on these types of issues, we have established specific principles of approach.

The 10 Principles of Lean

The 10 of Optimizing Cost Reduction and Productivity Improvement

The 10 of Simplification

Contact

We would like to get to know you. Do not hesitate to contact us if you have any questions!

Huize de Boom
Arnhemseweg 107
3832 GK Leusden

Phone: +31 (0)33 – 285 93 00
Email: info@turner.nl

OUR PEOPLE

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