Breakthrough: Daily stand-up meetings serve as the foundation for maintaining and improving the workflow, with a clear process architecture that provides an overview. This is the essence of a well-chosen architecture—it allows for working from a position of clarity. And work gets done. Each morning, all operational teams in the organization, along with their team leaders, hold a maximum ten-minute daily stand-up meeting to learn from the previous day and plan for the current day. Actions are assigned directly to team members whenever possible, while improvement initiatives are directed to the process improvement team. If necessary, escalation to department heads or the management team occurs within an hour. Visual management is supported by improvement boards. For organizational-level development, a chain improvement team ensures the integration of process improvements from the teams and develops enhancements across the chain. This chain improvement team provides a renewed release of the process architecture every six months and implements it through the organization.
Impact: The introduction of daily stand-up meetings has led to a more agile organization. Employees and teams have better visibility and control over their work, focusing on aspects such as lead time (at least 96% delivery on time), waste reduction (5% reduction per year), increased safety, and lower costs. Key performance indicators (KPIs) vary by process and align with the goals set by management. The process architecture provides the framework for maintenance and further development.
As the CEO of Merford, a specialist in sound management, acoustic materials, and doors, Robbert-Jan Ter Horst worked with Turner Strategy Execution to challenge his plans for the future. The result: a sharply formulated strategy that is already yielding results. The Board of Supervisors and shareholders have fully supported the strategy.
UWV WERKbedrijf, part of the Employee Insurance Agency (UWV) in the Netherlands, supports job seekers through labor mediation and reintegration services. Like many other service delivery organizations, their services have become highly digitized in recent years, relying on individuals’ own responsibility and self-reliance. However, job seekers, particularly those facing employment barriers, still have a continuing need for personal contact and customized support.
Executable growth strategy and conditions for execution
A multinational has globally integrated its autonomous operating companies into ‘one operating company’ per country.
Breakthrough: This integration took place ten years ago, but is still known as a successful case in business management
De Vereende, an insurance company specializing in special risks, aimed to achieve higher efficiency, create room for new initiatives, and improve customer and employee satisfaction. The company enlisted the help of Turner to conduct a quick scan of all core processes. “We needed assistance because we didn’t yet have the knowledge and expertise in-house,” says Bert Sonneveld, Marketing and Underwriting Manager.
Belron Netherlands, known for brands such as Carglass, Autotaalglas, and GlasGarage, operates in a shrinking market where there is a decreasing demand for windshield replacement or repair. Turner has supported Belron in finding a future-proof and growth-oriented business model.
Breakthrough: The cooperative has chosen a growth strategy that is partially realized through acquisitions.
Breakthrough: The last years of the first decade of this century were challenging for the financial sector. The financial service provider was under significant pressure to realize strategic choices. The life insurance market had completely collapsed, and the mortgage market was also performing poorly.