Consultancy
Background
In 2015, VTL, Gezond Transport and FUWA Road Transport merged to form the Sector Institute for Transport and Logistics (STL). This merger brought together different organisational cultures and ways of working, leading to a lack of clarity and a sense of distance between employees. The management therefore decided to redesign the processes to create structure and improve collaboration. BPM Consult was engaged to guide this transformation and to strengthen the organisation at a tactical level.
The merger brought considerable uncertainty: unclear employment conditions, differing ways of working and limited interaction between colleagues. The processes of the former organisations varied widely. Some were documented, others were not. This resulted in inefficiencies and frustration. STL aimed to standardise and optimise its processes in order to create a more efficient organisation and improve collaboration between departments. The redesign was intended to bring stability, clarity and trust to the newly formed organisation.
Redesign
STL began with design sessions for all operational processes. During these sessions, employees were given the opportunity to describe their current ways of working and to put forward ideas for improvement. This approach generated strong engagement and valuable input from the shop floor. BPM Consult facilitated these sessions and supported the documentation of the desired future processes. The focus was on simplicity, efficiency and buy-in, with the aim of creating a future-proof organisational set-up.
The redesigned processes were then discussed with the process owners, after which implementation began on the work floor. STL opted for a phased approach: first working in line with the agreed processes, then evaluating and making adjustments where necessary. Due to changes in management, implementation did not progress at the same pace everywhere. STL recognised that process change also requires behavioural change, which takes time and guidance. The real challenge lay in embedding the new way of working in day-to-day practice.
Results
The processes have become more embedded within the organisation. Employees have a better understanding of what their colleagues do and think more in terms of end-to-end processes rather than silos. This has led to improved collaboration and greater insight. “There are a few smart people who can help us organise our organisation more effectively,” said Danny van Soest. The atmosphere within the project was positive, and the supporting system, QPR, was well configured and widely adopted.
BPM Consult’s approach created buy-in at all levels. The interaction and active involvement were highly appreciated. STL did note, however, that the pace could have been higher; a year after the start, the organisation was not yet fully working in line with the new processes. Nevertheless, a solid foundation has been laid for further improvement. The organisation has become more aware of the importance of process-oriented working and of involving employees in change initiatives.
Continuous improvement
STL continues to work on further streamlining its processes, particularly within Operations, where there is still significant variation in ways of working. IT also plays an important role in this effort: the number of systems is being reduced, and the organisation is exploring a single solution capable of replacing multiple applications. A key consideration in this process is the choice between customisation and adapting processes to standard solutions. In the coming period, the focus will be on completing the implementation and embedding the new ways of working.
STL’s future lies in fostering a culture of continuous improvement. The organisation aims to keep challenging employees to design processes more intelligently and to stay informed about new developments. The market is changing rapidly, including an ageing workforce. STL intends to respond to this through recruitment programmes and a stronger focus on health. The foundation has been laid; the next step is to build on it and continue to innovate.
