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2

Many Dutch companies are leading players in the global marketplace, an arena in which competition

is becoming increasingly tougher, especially in the current economic climate. This requires permanently

adapting to market opportunities and customer needs. Because of the speed of the changes, it is

impossible to realize this through time-consuming renewal projects. Individual responsibility and

contribution will become ever more central. The Lean management philosophy is by far the way to

achieve this and to contribute to continuous improvement for your organizations as well as a more

sustainable world. The principles of Lean management show in practice that Lean really works. However,

for an organization to become ‘Lean’, a new way of thinking, doing and, especially, leading is required:

from strategy to operational excellence. The LEArN Center at Nyenrode Business Universiteit wants to

actively contribute to this. After all, strengthening the competitive position of corporate Netherlands is

key for continued success.

We would like to invite you to come, see, experience and learn it for yourself at the LEArN Center at

Nyenrode Business Universiteit!

Prof. Dr. Ing. Jacques Reijniers MBA

Director LEArN Center

Professor of Procurement Management

“The principal idea in Lean management thinking is that a process should not include anything that is not really necessary in order to create added value for the customer. Otherwise, you will fall behind others in competitiveness.”

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Over the last few decades, Western companies have out-

sourced many industrial and service operations to countries in

other parts of the world. This ranges from shipbuilding to the

production of electronic devices and more recently has extended

to ICT services and administrative processes. Has the West

become too expensive for this kind of work? Are our production

processes not efficient enough? Are we still able to compete

with other parts of the world?

In the current challenging climate, the only way to survive is by

continuously improving the quality of service we offer our

clients. However, can we combine this with the relentless drive

to lower costs?

Organizations that have embraced the Lean management philosophy

have shown that we can. Lean management aims to increase

productivity and improve quality through avoiding waste, variability,

and inflexibility. This improves both customer and employee

satisfaction and as a result increases the competitive advantage

of the organization.

For Nyenrode, the LEArN initiative is going back to our roots. In 1946,

captains of industry from leading Dutch corporations like KLM,

Shell, Unilever, Philips and AkzoNobel decided to found an institute

where an action-orientated, internationally focused generation

of new business leaders would be educated. Their main goal at the

time was to rebuild the economic position of the Netherlands

and of Dutch enterprises after World War II. The initiators of

LEArN intend to use the center to help strengthen the competitive

position of Dutch organizations, in accordance with Nyenrode

Business Universiteit’s mission since its foundation in 1946.

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Lean is a management philosophy that aims to maximize the value for the

customer in organizations by continuously improving company processes and em-

powering and developing employees that work in these processes. Lean management

has achieved impressive results in many organizations in production as well as service

industries. The concept has existed for decades and originated in car manufacturing.

It is about avoiding waste: everything that is wasted costs time and money. Lean

management combines Lean theory and Six Sigma methodologies.

Lean management is applicable to production environments as well as to the service

sector. The energy sector, banks, insurance companies, government institutions, educational institutes and health organizations

are all wrestling with customer complaints, variability, inflexibility and uncompetitive cost levels. Customers complain that

processes take a long time to complete, while the actual processing time is relatively short. Why does it take so long? Can

we organize our processes in a more efficient and effective way? Lean management is about putting the customer first,

while simultaneously optimizing processes within the organization.

LEArN is an initiative by Nyenrode Business Universiteit in partnership with ABN AMRO, Achmea and McKinsey &

Company. The aim of the partnership is to encourage innovation and excellence in organizations through the development,

training and application of the Lean management philosophy. The partners have built a cutting-edge experiential training

facility on the Nyenrode campus. Assembly and office processes are simulated in the Model Factory and Model Office to

train participants in the concepts of Lean management philosophy and to give them a chance to put them into practice in

a realistic setting. The Model Factory makes the process and end-product tangible, which helps the participants focus on

recognizing and practicing the elimination of waste.

This experiential way of learning appeals to how adults learn best and this center is the only one of its kind in the Netherlands.

McKinsey & Company have successfully launched similar experiential training facilities in Darmstadt, Venice, Casablanca,

Munich, Lyon and Atlanta.

The LEArN center has goals beyond training and education. LEArN functions as a

knowledge center and allows both national and international organizations and

academic institutions to share and develop new knowledge in the field of Lean

management and productivity. Among the specialized topics of the research are

“Lean for SMEs” and “Lean with IT & Technology”. The research is set-up as an

industrial partnership and companies interested can collaborate on the financing and

exploration of certain topics.

“Lean management for service innovation and productivity growth.”

Jan-Willem Broekhuysen,

Nyenrode Business Universiteit

“Lean management brings sustainable performance to the customer.”Frans van der Horst, ABN AMRO

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When a company sets out to become more productive, more customer

focused and less wasteful, it will review its processes, tasks, procedures and

systems. In addition, employees at all levels will need to adopt a new way of

working, aimed at continuously improving their environment: they are closest to

the actual ‘manufacturing’ process and typically know better than anyone where

the problems and opportunities are. One of the key challenges for a manager is

to get their people on-board and sustain these ‘customer-oriented’ disciplines.

Many organizations nowadays claim to be ‘Lean’ – it is not a new idea. However,

these organizations often fail to realize that training people in Lean management

is not enough. In order to fulfill its purpose and to lead to continuous improvement,

Lean management needs to be integrated in the DNA of the organization: from

the operational level all the way to the Boardroom.

The LEArN initiative aims to give you the extra help you need to achieve this cultural

transformation within your organization. At the LEArN Center, all levels of an

organization (from employee to executive) can experience first-hand that a

different way of working can be beneficial. This is what distinguishes the

approach at the LEArN Center from traditional training institutes. Top management

will see how their strategic objectives work out in terms of consequences on the shop

floor and experience first-hand how to reorganize processes and empower people

in the shop floor. This will lead to improved productivity, short run times, costs

savings and – most importantly – improved quality in the eyes of the customer.

“Lean management is a transformation process that requires leadership.”

Jacques Reijniers,

Nyenrode Business Universiteit

“Through LEArN we build on craftsmanship, connection and continuous improvement.”

Ton van der Linden,

Achmea

“Address the productivity imperative through LEArN now!”

Jasper van Ouwerkerk,

McKinsey & Company

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ABN AMROABN AMRO started with Customer Excellence in

2010, the translation of Lean for the bank. Customer

Excellence (CE) is a new way of working. At ABN AMRO,

the customer is the central focus throughout the whole

organization. Our organization is managed in a way to

serve the customers needs as well as possible, as fast as

possible and at the lowest costs. This is how we work on

continuous improvement. Some of our experienced

Customer Excellence experts are trainers at the LEArN

Center and they have guided a variety of (management)

teams at LEArN.

AchmeaSince 2007, Achmea has been integrating the Lean philosophy in our way of thinking and doing. We call this

“together effective towards success”. The aim of integrating this way of working is continuous improvement.

As a result, we create less waste and reach our goals more effectively. All teams, departments and business units

within Achmea have become familiar with this concept and apply this way of working to function more

effectively and efficiently. We have learned that the Lean principle can only be sustainable if the (upper) management

understands and is able to adapt the Lean principles themselves. LEArN is a vital training opportunity for us to

let our management experience themselves what Lean means and what we can accomplish by integrating it in

our organization.

“A LEArN training is the ideal preparation for the start of a Customer Excellence program. The new techniques help to realize a true Lean transformation and to start with a common view on CE and Lean.”

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Between 15 and 20 participants can join each program, under the supervision of an experienced trainer.

Professional operators perform the processes in the Model Factory. The Lean management programs comprise

both training and lean practice.

L E A N M A N A G E M E N T F U N D A M E N T A L S T R A I N I N G ( 2 D A Y S )

For: Middle management, Lean management experts and Continuous Improvement experts

Objectives:

• Understand what sustainable Lean management transformations look like

• Discover and enhance your knowledge of Lean management concepts and tools

• Learn how to change employees’ working behavior in a sustainable way

• Understand how to apply Lean management in the work environment

• Reflect on how the application of Lean management influences your own leadership

O T H E R P R O G R A M S

All programs can be customized to your organization’s needs. We can also offer

support during your Lean transition process. Please contact us for more information.

L E A N M A N A G E M E N T A W A R E N E S S T R A I N I N G ( 1 D A Y )

For: Senior and Middle management

Objectives:

• Gain insights into the basic principles of Lean management

• Learn how to speak convincingly about Lean management

• Understand the operational elements of Lean management

• Learn how to be a Lean management role model

• Consider how the application of Lean management influences your own

leadership and the management system of an organization

• Understand the effects of Lean management on the people in your organization

L E A N M A N A G E M E N T E X E C U T I V E W O R K S H O P ( F R O M 3 H R S – 1 D A Y )

For: Senior and Executive management

Objectives:

• Gain insights into the basic principles of Lean management and its impact on

the organization

• Understand the Lean management approach and how to ensure that

Lean management becomes part of the organization’s DNA

• Understand the effects of Lean management on the people in your organization

• Consider how the application of Lean management influences your own

leadership and the management system of the organization

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In the Model Factory, the operators are ‘actors’ and they wear dustcoats in the factory. They work in an assembly-line

setting, with an array of drills and trays of screws and nuts, where they work together to assemble a pneumatic cylinder.

The operators are reliant on the previous and subsequent actions of other operators in the process. First we show what the

‘current state’ is - how do the processes work now? Then we ask the participants to contribute their thoughts on how the

operators can gradually work more efficiently. At the end of the day, we can show the ‘future state’. In this real-time learning

process, we help people understand how to modify processes and implement a new way of working for the operator, so

that the organization becomes more productive.

We conduct a similar transformation in the Model Office but in this case, the participants themselves act as ‘operators’ in

the process.

For more information about LEArN and our programs, please contact Marieke van der Mark, Senior Center Coordinator

via +31 (0)346 291 740 or m.vdmark@nyenrode.nl. We will be delighted to answer all your questions and help you choose the

program that best meets your company’s needs.

www.nyenrode.nl/learn

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Nyenrode Business Universiteit

Straatweg 25

3621 BG Breukelen

+31 346 291 291

www.nyenrode.nl

Nyenrode Business University

Nyenrode Program Information

npi@nyenrode.nl

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M=91, Y=72, K=23 M=25, Y=95 C=100, M=100, K=60

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colors

Tekst

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