Transcript Title

SENS: Lean in Achmea
Wieger Wagenaar
Finance Transformation – 9 december 2009
Customer focus and operational excellence are building blocks
for becoming Europe’s most trusted insurer
“The essence of SENS is
improving customer
focus and result focus
by cooperation”
“SENS creates the basis for
Operational Excellence”
“SENS offers part of the culture program how to
deliver on empathy and interconnection”
1
Achmea is embarking on a transformation journey through an
ambitious Company-wide Lean (“SENS”) program
Lean
SENS
• Focus on value creation from customer
• Holistic aproach with equal emphasis on
point of view
process optimization, operational
management and mindsets & behaviour
• Remove waste, variability, inflexibility
• Capability building on all company levels
• Continuous inprovement through kaizen
cycles
• Mini-transformations of 16 weeks
Key Achmea learnings:
• Lean in financial services poses new
challenges to the Lean filosophy and
method
• Need to tailor to specific company and
business unit characteristics
Source: Team analysis
2
For this transformation, the Board has made budget available
without directly imposing targets
• As Executive Board, we have made
available a substantial budget to
set up the SENS organization and
to pay for support throughout the
mini-transformations
• Achmea makes a significant
upfront investment in a program
that is expected to generate a
true transformation
• Business Units make use of the
centrally financed SENS
organization, without direct
reflection on targets
• Business units can “test the
water” before committing to
more ambitious targets
• Only if management commitment is
given to certain improvements,
these commitments will be reflected
in the targets of the relevant
business unit
3
As with Lean, SENS means eliminating all waste from customer
perspective..
Sources of waste
A
B
C
SENS (‘Lean’) is a set of
systems, tools and behaviours.
Lean is rooted in the
production-industry
De core of SENS is eliminating
everything that consists waste
from the customer point-of-view
and thus improving quality,
productivity and cost
The key elements of SENS are
• Process optimalization
• Operational management
• Mindsets and behaviour
Every case in
which the time and
talent of the
employees are not
optimally used
Every movement
that does not
add value (e.g.
walking to
printer)
Producing too much or too
fast
(Over-)
qualification
Overproduction
Waiting on
information, paper
work or decisions
Motion
Waiting
Transportation
Correction
Reparations in case
of low quality or
errors/ rework
Every noncritical
transportion is
waste
Inventory
Everything exceeding
the minimum needed to
perform the operations
4
Overprocessing
Unnecessary
steps in
process
..but SENS goes further than Lean in focusing on 3 key
dimensions at the same time
“How people think, feel
and act, both
individually and
collectively”
Customer
value
Employee
value
Mindsets &
Behaviour
“Formal structures and
the way in which the
operations are directed”
Operational
Management
Process
Optimization
Financial
Value
If you neglect one of the three
dimensions, the envisioned
transformation will fail
5
“How are people and other
resources combined and
optimized in streamlined
processes”
SENS mini-transformations build up during 5 distinct phases
Prediagnosis
Diagnosis
Preparation
Implementation
~ 6-12 weeks
~ 6 weeks
~2 weeks
~ 6 - 8 weeks
Continuous
improvement
Continu
Process optimization
Mindsets & Behaviour
Operational Management
Inleven
Verbinden
Waarmaken
• Best Practice visits
• Kickoff/ Customer
•
•
Arena
Masterclass SENS
DO/MT
SENS basic training
Gate
• Training SENS
•
diagnostic tools
Working sessions
with line team
Steerco
commitment
• Training for TLs
• Kick-off SENS on
unit
• Training for TLs and
•
•
seniors
Capture quick wins
Lead SENS workshop
• Anchoring SENS
method
• Coaching/ intervision
• Training new
employees
• SENS Fora
Kick-off
unit
Teamleader
commitment
6
Teamleader
Recommitment