• Daily performance cadence with Day Starts and Start Ups to focus on daily results and follow through.
• Improved cross department collaboration through an effective meeting structure and joint improvement initiatives.
• Greater ownership for identifying and delivering improvements; the improvement cycle integrated into day to day operations.
• Less fire fighting at the top: management can focus less on daily incidents and more on strategic topics.
ANWB Dispatch is part of the Roadside Assistance logistics chain (~50 employees, 37 in Dispatch). The department runs 24/7 and assigns incidents to available roadside technicians: about 85% is automated by an algorithm; planners manually intervene in specific cases to ensure safety and lead time. A key KPI is customer waiting time. The (self steering) team wasn’t consistently meeting operational targets and wanted to use Lean to build ownership and a structural continuous improvement mindset.
High customer expectations, 24/7 operation
Dispatch ensures the right technician goes to each incident. Operations run around the clock; 85% of assignments are automated, with manual intervention for exceptions (safety, lead time). Waiting time is the defining KPI — and the self steering team wasn’t consistently delivering.
Six months of learn and do
We ran a six month program where eight employees identified and implemented improvements under the supervision of a Been Management consultants. We kicked off with a Lean introduction (incl. a tailored Lean game) for the entire logistics chain, set process and performance objectives (meeting structure, KPIs/dashboards) and provided on the job training in Lean project and change management. In parallel, we coached management on team development and dynamics.
LET'S CHANGE THE SYSTEM!
Daily rhythm & continuous improvement
We introduced a performance cadence with Day Starts and Start Ups, making priorities, actions and results visible and accountable. Teams worked across departments on improvements with a clear meeting and steering cycle to secure progress. Ownership shifted to the front line; employees became active contributors to the improvement flow.
From ad hoc to predictably better
The improvement cycle is integrated into daily operations; teams and leaders share a common language of performance and behaviour. Cross department collaboration noticeably improved, and management can focus more on strategy instead of day to day incidents.
“Performance becomes sustainable when front line ownership meets a daily rhythm of steering and learning. Then continuous improvement is not a project — it’s how you operate.”
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