Improvement projects with impact
| Strategic change | Operational Excellence | Organizational improvement | Team development |
|---|---|---|---|
Focus Discipline |  Efficiency Speed |  Structure Responsibilities |  Teamwork Performance |
Overview of implemented projects (non-exhaustive)
| Sector | Function | Expertise | Project contents |
|---|---|---|---|
| Farma & MedTech Luchtvaart Metallurgie School group | General | Strategic change | Advise and support the management team in defining and implementing the strategic change path to achieve their ambitious growth targets: – Performing an organizational scan (external environment, processes, structure, systems, resources, technology, culture, leadership, …) – Defining cross-functional strategic goals – Developing a strategy map – Developing a balanced scorecard – Translating organizational objectives into individual objectives for executives – Translating organizational objectives into team objectives for operational teams – Translating organizational goals into change initiatives (projects and actions) – Setting up a governance structure and a PMO (Project Management Office) – Coaching projects within our areas of expertise |
| Banks & Insurances | General | Strategic change | Performing a general diagnosis and identifying improvement opportunities for non-life and life insurance |
| Banks & Insurances | General | Strategic change | Defining a new strategy for an EEIG (European Economic Interest Group) |
| Wood import | General | Strategic change | Turnaround: improving the profitability and the balance sheet structure in a short time frame in order to ensure the survival of the organisation |
| Engineering | General | Strategic change | Benchmarking the value chain of 3 engineering companies in order to identify and share best practices |
| Healthcare | General | Strategic change | Mergers and acquisitions: structure the post-merger integration of 2 organizations (processes, structure, systems) |
| Metallurgie Mining | General | Strategic change | Conducting a strategic profitability analysis in order to get a clear understanding of the profit drivers |
| Banks & Insurances Pharma & Medtech | Sales & marketing | Strategic change | Transforming the sales processes and – organization in order to achieve the aggressive growth targets |
| Pharma & Medtech | General | Operational excellence | Re-engineering processes, organization and systems across the entire value chain to become compliant with the new EU-MDR legislation |
| Pharma & Medtech | Sales & marketing | Operational excellence | Re-engineering of the business planning process (aligning between marketing organized globally and by product and sales organized locally and per country). |
| Pharma & Medtech | Sales & marketing | Operational excellence | Reducing lead time and improving the quality of the “demand” management process (part of S&OP) |
| Pharma & Medtech | Sales & marketing | Operational excellence | Re-engineering the tender management process and defining the business requirements for a tender management tool. |
| Pharma & Medtech | Procurement & provisioning | Operational excellence | Ensuring the supply of critical materials (dual sourcing) |
| Pharma & Medtech | Procurement & provisioning | Operational excellence | Reducing working capital by reducing inventory levels through the improvement of the provisioning process |
| Chemicals | Procurement & provisioning | Operational excellence | Re-engineering of procurement processes with the goal of reduring purchasing and process costs |
| Pharma & Medtech | Supply Chain Management | Operational excellence | Mapping the End-to-End value stream of one product from raw materials to delivered finished product and identifying bottlenecks and improvement potential |
| Pharma & Medtech | Supply Chain Management | Operational excellence | Designing new distribution control processes |
| Pharma & Medtech | Supply Chain Management | Operational excellence | Making a cross-functional cost-benefit analysis regarding the introduction of uniquely identifiable products (Unidose) |
| Pharma & Medtech | Master data | Operational excellence | Improving productivity and service levels of the Master Data Team. |
| Pharma & Medtech | Production | Operational excellence | Improving the productivity of de packaging machines |
| Pharma & Medtech | Production | Operational excellence | Coaching improvement initiatives related to productivity, quality, lead times and safety |
| IT | Servicing | Operational excellence | Improving the customer orientation of technical teams |
| Chemicals | Maintenance | Operational excellence | Improving maintenance processes and service levels towards production |
| Pharma & Medtech Chemicals | IT / Production | Operational excellence | Defining the future processes, organization and systems for warehousing and logistic operations |
| Pharma & Medtech | IT / Production | Operational excellence | Standardizing processes in preparation of the MES roll-out (Manufacturing Execution System) |
| Pharma & Medtech | Engineering | Operational excellence | Managing a critical shutdown project |
| Pharma & Medtech | Engineering | Operational excellence | Designing processes and defining system requirements for a new plant |
| Food | Research and development | Operational excellence | Redesigning the product innovation process |
| Pharma & Medtech | Regulatory | Operational excellence | Improving data quality by working on processes and competencies |
| Pharma & Medtech | IT / Regulatory | Operational excellence | Defining system requirements and preparing an investment decision (“keep and improve” or “divest and replace”) |
| Pharma & Medtech | Finance | Operational excellence | Reducing working capital (inventories of raw materials and finished products) |
| Pharma & Medtech | Finance | Operational excellence | Reducing inventory write-offs |
| Pharma & Medtech | Finance | Operational excellence | Improving the costing system to make better product/market decisions |
| Pharma & Medtech | Finance | Operational excellence | Developing an activity based costing system and setting up an after-calculation in order to improve the profitability of the leads |
| Banks & Insurances | Servicing | Operational excellence | Improving various processes (mortgage credit, professional credit, account opening and closing, family business succession, …) |
| Banks & Insurances | Servicing | Operational excellence | Improving the performance of the trade finance activities |
| Banks & Insurances | Servicing | Operational excellence | Downsizen various departments in the credit sphere |
| Banks & Insurances Scholengroep | Supporting services | Operational excellence | Improving the cost effectivity of supporting departments (improving the internal functioning and the service levels towards internal customers) |
| Banks & Insurances | Sales & marketing | Organizational design | Redefining the distribution channels of insurance products (direct channels versus bank channels) |
| Banks & Insurances | Sales & marketing | Organizational design | Mapping the synergy potential between corporate banking, private banking and investment banking |
| Banks & Insurances | Asset management | Organizational design | Determing the best location and reporting line for asset management subsidiaries |
| Banks & Insurances | Risk | Organizational design | Herorganising the “Risk department” (from functional to customer-oriented) |
| Banks & Insurances | Mail Center | Organizational design | Redesigning the work organization and the shift system within the mail center |
| Pharma & Medtech | Supply Chain Management | Organizational design | Reorganizing the organizational structure, improving critical processes, Implementing a results-oriented team culture (perfect supply) |
| Pharma & Medtech | R&D | Organizational design | Designing a new structure for the labs of analytical development |
| Pharma & Medtech | R&D | Organizational design | Merger of two departments (toxicology and phamacokinetics) |
| Chemicals | Production and warehouse | High-performing teams | Implementing van self-managing teams |
| Pharma & Medtech | Manufacturing | High-performing teams | Introducing an innovative work organization (team-based, performance-oriented) (formulation, filling, packaging) |
| Banks & Insurances | Sales & marketing | High-performing teams | Improving the cooperation between corporate bankers en loan officers |
