Transavia

Crew planning process

The issue in an ad interim assignment at airline Transavia was aimed at improving the crew planning process, with a focus on the cabin crew.

First of all, it was important to get a good overview of the current situation in order to form a basis for implementing the necessary solutions. To accomplish this, all processes have been written out and validated in consultation with the various departments. Subsequently, the associated roles and responsibilities were mapped out and finally the bottlenecks and unnecessary activities and processes were analysed.

Based on a clear overview of the current situation, a number of workable solutions were then implemented, such as improving reports to better manage crew and the introduction of Value chain management for for effective operational management. A handbook has also been produced to support the writing of processes, including information about the quality criteria of well-written processes.

Schiphol

Design F-pier

In collaboration with an internal project manager, the design process for the upgrade of the airport’s F pier has been greatly reduced as part of a unique project in the Netherlands. The original duration of the design process was 9 months, but thanks to a strong implementation of the Lean methodology, this has been reduced to 4.5 months. A design of higher quality has also been realized and great involvement and acceptance of all parties has been developed. The time savings also had a major positive impact on a financial level, as the F pier could now be put on the European tender together with the D pier.

Logistical problems in winter

Due to the method of clearing snow and ice from runways, taxiways and aprons, it was regularly the case that Schiphol Airport was jammed in the winter and flights had to be refused at the last minute.

A solution has been found for this problem by using scenario thinking for the snow fleet. The issued snow removal schedules are now characterized by a high degree of reliability and predictability, allowing airlines and other users of the runways to have complete confidence in the schedules. Scenario thinking has also resulted in enormous savings in the area of briefings prior to snow clearing operations, as these have been rendered virtually superfluous.

Danone

At the originally French food company Danone, a long process of providing senior training has been completed. These trainings were aimed at both national and international Danone employees. The training courses were aimed at improving the skills and knowledge of employees in the areas of management, leadership, marketing, sales and finance.

In addition to the training courses, Danone has also used a lot of project coaching. Project coaching is a form of coaching aimed at helping employees to successfully carry out projects. The project coaching helped employees set goals, develop plans, manage risks and solve problems.

The training and project coaching at Danone have been very successful. Danone employees have significantly improved their skills and knowledge. This enables them to perform better in their jobs and to make a greater contribution to Danone’s success.

Vida XL

VidaXL, a Netherlands-based online retailer operating globally, has followed a strategic trajectory to effectively manage the company’s rapid growth. This trajectory included Green Belt training, management training and project coaching, aimed at strengthening operational efficiency and promoting sustainable growth.

With the ambition to guide the expansion of VidaXL in a targeted manner, Green Belt training courses were offered to selected employees. These trainings focused on developing skills in Lean Six Sigma methodologies, enabling employees to identify, analyze and improve processes to reduce waste and increase efficiency. By implementing these streamlined processes, VidaXL was able to scale up its activities without compromising on quality and customer satisfaction.

In addition, management training was implemented to strengthen leadership within VidaXL. Managers were equipped with the necessary tools and skills to effectively guide teams, set goals and make strategic decisions. These trainings contributed to a culture of accountability, proactivity and continuous improvement, which is essential for VidaXL to remain competitive in the fast-evolving e-commerce industry.

In addition to the training, VidaXL was supported by project coaching. Experienced coaches worked with teams within the company to guide them through the successful completion of key projects. Through guidance, advice and best practice sharing, the teams were enabled to execute projects more efficiently, minimize risks and achieve optimal results.

This approach enabled VidaXL to continue to successfully expand as a leading online retailer, combining global reach with a strong focus on operational efficiency and corporate responsibility.

Jetsupport

JetSupport has long held the role of chairman within the Lean Platform Schiphol. With the support of Roland Wegberg and with the aim of promoting lean thinking and acting, this platform organized monthly meetings where various organizations actively gathered at Schiphol. During these meetings, there was joint discussion about projects and the application of lean thinking within those projects. The platform emphasized knowledge sharing, exchanging experiences, inspiring each other and offering support.

The Schiphol Lean Platform has contributed to promoting a culture of continuous improvement and efficiency at Schiphol. By working together to spread lean principles, the participating organizations have optimized their operational processes, reduced waste and increased customer value. This has led to an improved competitive position and a better experience for all parties involved at Schiphol.