Sanquin sets up and rolls out a national performance improvement program that enables local teams to independently identify and implement operational improvements.
The team of Been Management Consulting and client:
- Giving the organization tools to independently implement the Lean philosophy and improve continuously
- Training fifty employees to become Yellow Belts and eighteen employees Green Belts, four of whom become in company trainers giving the in-company Yellow Belt training to their colleague employees (~ 900)
- Implement eight improvement projects together with the local teams. Green Belts independently carry out several projects that year.
- Guiding and coaching nationwide 74 local teams on the implementation of daily stand-ups, in which structural performance and operational improvements are discussed.
- Laying the foundation for a project and improvement approach that reasons from the customer's wishes and focuses on eliminating waste.
- Sanquin has the ambition to become the best blood bank in the world.
- The company wants an optimal balance between satisfaction and safety for the donor, the patient and the employee.
- The blood bank is looking for a way of working in which employees always put customer demand first and at the same time influencing and deciding on the way in which they do their work.
- Sanquin is active nationwide and has locations and teams throughout the country.
- Employees generally work for the company for a long time.
- Together with Sanquin we develop a phased performance improvement program based on customer requirements.
- The basis for the performance improvement program is Lean - a methodology that enables employees to put both the customer and their own work processes central when implementing improvements.
- The approach of the improvement program at a glance:
- We train a first group of employees to become Green Belts (project managers) and Yellow Belts (project employees). Together we carry out eight improvement projects in accordance with the Lean methodology.
- At the same time, we are developing an in-company Lean Yellow Belt training so that all employees of the blood bank speak ‘the same language’.
- Based on the in-company Lean training, we train four Green Belts to become Lean trainers (train-the-trainer), who in turn train the entire organization to become a Yellow Belt.
- At the end we roll out a practical ‘Lean in the Workplace Program in phases at the various locations in the country’, coaching teams and team leaders to organize daily stand-ups to discuss performance and improvements.