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| From BEST to FORWARD: Fortis HealthCare
armed for the future |
| The huge success of healthcare products forced Fortis HealthCare to
rethink its organisation, processes and working methods. The backlog of files waiting to
be settled was getting out of hand. Together with DCE Consultants, they worked out a
series of measures to get the ever-increasing workload under control. The effect is there
for all to see: the time taken to settle files has dropped by 20%. |
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| Quick start for KBC Asset Management in
Ireland |
| KBC Asset Management decided to combine the management of two different
types of investment products at a new site in Ireland. This required a thorough redesign
of the existing IT system in order to transfer some, but not all, process functionality
from Brussels. Initially it was estimated that the project would take nine months. DCE
Consultants helped deliver it in just four. |
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| Lean Six Sigma applied throughout AEGON
Netherlands brings speed, quality and efficiency |
| AEGON is implementing Lean Six Sigma bottom-up in its organisation with
great success. There is also considerable enthusiasm within the organisation. An enormous
gain in efficiency is being realised and the main objective is being achieved: growth in
customer satisfaction. Accordingly, this bancassurer gives a hearty endorsement to Lean
Six Sigma, but with special emphasis on ‘Lean’ |
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| Wavin: Clear structure for project
management SAP Implementations |
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Wavin needed a generic approach for project management. When the SAP implementations
entered the picture, however, the demand grew for a more customised approach. The result
was a manual and training courses tailored for Wavin, the generic approach, and SAP. DCE
Consultants developed both generic and specific approaches for the large number of
projects in Wavin’s pipeline.
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| Rotterdam-Rijnmond Security Region at
the forefront |
| Rotterdam-Rijnmond is a region where risks abound. An effective answer
to this problem is already in place: the Rotterdam-Rijnmond Security Region. This
organisation combines risk management and crisis management. Combining the two was not a
simple process, however, and the Security Region will have to work hard to claim its
place at a much earlier stage in the process. DCE is hard at work to help them stake that
claim. |
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| Crisis managers join forces |
| The Departmental Crisis Management Coordination Centre at the Dutch
Ministry of Transport, Public Works and Water Management is certainly not the only place
where people take a serious view of preparations for a possible infrastructure crisis.
With this in mind, the Coordination Centre took the initiative to bring a wide range of
specialists to the discussion table. They came from the academic world, the government
sector and the business community. The resulting experts meeting was a definite
eye-opener. |
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| DCE highlights Kempen and Cos
assets |
| Kempen & Co wanted its top talents to enjoy the support of an
effective ICT system. DCE Consultants examined the alternatives and provided a rational
analysis of whether renewing or outsourcing the front and back office would be the best
option. Together with the bank’s staff, it developed a project that combined minimum risk
with maximum profit, deliberately and skilfully placing itself outside of the cycle in
the process. |
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| Kleinwort Benson reaps rewards of MiFID
regulations |
| Even smaller banks have to meet the major requirements set by Europe,
including the Markets in Financial Instruments Directive (MiFID). Kleinwort Benson, a
private bank based in the heart of London's financial district, brought in DCE
Consultants to handle this aspect of their business. Not only did this ensure that the
stringent demands were met, but it also enabled the bank to turn the new rules to its own
advantage. Nowadays MiFID at Kleinwort Benson is synonymous with ‘business as
usual’. |
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| New insurer Ditzo makes a splash |
| “Niet Datzo, maar Ditzo” translates roughly as “Not that way, but this
way.” It’s the slogan of Ditzo, a newcomer to the Dutch insurance world. Ditzo wants to
show that it’s possible to take an entirely different approach to insurance by developing
a product that is inspired by the customer’s expectations and frustrations. This new
arrival on the insurance market has made an immediate splash and is making its many
parents very proud. |
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| ICT puts DHL in control of its
scheduling |
| DHL Exel Supply Chain has to work to tight customer specifications. The
flexibility this demands resulted in an ICT approach with very little structure. That
same lack of structure led to badly run projects and dissatisfaction all round. DHL has
turned itself around and now the days of ad hoc solutions are well and truly over. |
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| Transforming Customs from a bottleneck
to a competitive advantage |
| DHL Exel Supply Chain, together with DCE, fully
integrated all Customs-related functions into the supply chain processes at its new
bonded warehouse in Helmond, the Netherlands. In doing so, it demonstrated that you can
actually turn something commonly considered to be a tax and administrative burden into a
competitive advantage. |
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| An open software Strategy for
Amsterdam |
| When choosing a new software master contract, Amsterdam City Council
felt it was tied to a single supplier. That seemed undesirable for numerous reasons. So
the city council was instructed to look for open standard, preferably open source,
software for the council. The dependence on a single supplier was to be eliminated.
Amsterdam, which has 16,000 workstations, proved that it can be done. |
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| Business Process Management
successfully introduced at Randstad Belgium |
| Randstad Belgium had good reason to standardise its processes. It wasn’t
just about gaining certification, but more about facilitating the aggressive growth that
would help make the organisation successful. Dirk Lootens of DCE Consultants supervised
the selection of a process management tool, and is still overseeing the processes that
have since been developed |
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| Boost for Societe Generale |
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Four years ago, Société Générale Corporate & Investment Banking SGCIB embarked on
an ambitious project to increase efficiency within the bank. BOOST, an acronym for Build
On Our STrengths, has indeed resulted in growth, higher profits and increased
professionalism. Part of DCE’s role within BOOST was to act as an independent third party
in a sometimes almost political power game. Which it did very successfully. “I
wouldn’t hesitate to work with DCE in the future,” says the bank’s programme manager.
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| From nightmare to dream for DHL and
Exel integration |
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Integrating two logistics giants to form a single organisation is, of course, a
mammoth task. Particularly when each company has a completely different operating
system, and it is imperative to maintain 'business as usual' for customers. Under
enormous time pressure, but with DCE's help, DHL/Exel achieved what they sometimes felt
was impossible. It’s too soon to pop the champagne corks, but so far the project has run
like clockwork.
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| KAS BANK ready for innovative
products |
| To meet booming demand for innovative products, KAS BANK needed a better
investment administration system. As soon as the system was selected, DCE was brought in
to successfully lead a highly complex operation. Implementation ran extremely smoothly
and – more importantly – innovative products, launched simultaneously, proved an
immediate success in the market. |
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| KBC Asset Management: killing three
birds with one stone |
| KBC Asset Management needed to formulate a response to European Union
guideline UCITS III for its capital-protected funds. At the same time, the company wanted
to increase efficiency and improve service by changing its administration and integrating
it into the entire KBC system. Emmanuel Stas of DCE is the ‘heavyweight’ consultant who
led the project. His primary role was to keep communications open between a number of
specialists from different areas. |
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| DELA: from the grave to the cradle |
| Despite already being hugely successful, DELA saw no reason to rest on
its laurels. The funeral direction and insurance company needed new impetus to move
forward. For example, additional services aimed at serving clients’ needs after a
funeral are now being launched. DCE was there from the 'birth' of these developments,
introducing its own ideas and suggestions based on DELA’s concepts. |
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| Faster processing at the Waste and
Energy Company |
| The Amsterdam-based Waste and Energy Company realised that processing
slag – the ash left in the incinerator after waste has been burned – would cause a
bottleneck if production was expanded. Since regulations prevented additional slag
processing, the answer had to come from improved efficiency. DCE Consultants quite
literally got its hands dirty in finding a solution: with spectacular results. |
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| Wijk bij Duurstede goes digital |
| A small local council with a big vision: to use information as a
business tool. The Dutch borough of Wijk bij Duurstede intends to use extensive
digitalisation not just to increase efficiency, but to bring about visible improvements
to customer service. DCE highlighted what needed to be done to achieve these aims, and
the council is now wholeheartedly implementing the necessary steps. |
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