Case PaySquare

"We are excited about the methodology and approach. The results are clear, effective and recognizable."
Robert Jan Broekman, team manager Internal Support and Dispute Management PaySquare

"The result had surprised me more than I had hoped for!"
René Smits, manager Acquirnig Operations PaySquare

Last year, several international processes of PaySquare are screened and improved based on the principles of Lean an Six Sigma with the aim to reduce costs and improve services. However, it is important to constantly stay alert for points of improvement to make these processes as optimal as possible.

PaySquare was wondering whether there are still opportunities for improvement after all the innovations. Through the Qii12® survey it is determined, what the incentives and obstacles are to the proper functioning of the individual processes and integrated processes. The results of Qii12® provided more insight on actions and performance of the process teams to achieve continuous improvement. Improvements are mainly to be made in areas as knowlegde sharing and external orientation.

The results are reported to the organization. The next step is the implementation of the recommendations for improvement to support individual, team and process performance, which stimulates sustained and continuous improvement.

In January 2011 an evaluation will take place with Qii12® to establish the effects of the implementation of the improvements.

Case Lely Holding

"Qii12® provides us with an in-depth insight into the organization, whereby the current points of improvement for the organization pop up. The offered practical tools make it possible for us to target our work on organizational improvements, which enables us to remain the 'innovators in agriculture' in the future."
Jaap Alders, HR manager Lely Holding

The vision Lely Group is to help dairy/cattle farmers and contractors stay ahead of market developments by delivering innovative and superior products and services.

In 2009 the Qii12® survey is conducted by Lely Group in the Netherlands to provide insight into the innovative capacity of the organization. This understanding enables Lely Group to work on organization improvement in a targeted way wiht practical tools, so they are able to be more innovative and able to maintain the gained competitiveness. Based on the outcome, internal improvement projects were started with own responsibilties for results.

In spring 2010, a Qii12® evaluation is conducted in the Netherlands to understand the effects of improvements. Communication with the supervisor and acceptance of the introduction of LEAN are the main points of improvement compared to 2009. New points of improvement are set for the future.

Following previous results, locations of Lely Group Germany and United Kingdom will be included in the Qii12® survey. This will provide insight in the innovative capacity of these locations. Knowledge and best practices can be shared from the international benchmark within Lely Group.

Case NedTrain provider of maintenance Maastricht

"It is interesting to see that repayment by the employee is made concrete in a toolbox of the best practices for an innovative climate in Maastricht."
Jan Hoetmer, Creative management NedTrain

At NedTrain Qii12® was used to provide insight into possibilities for improvement of the innovative climate. The outcome of the survey should provide guidance to the internal organization to work on organization improvement and to find out where 'investment' is useful and will generate added value. NedTrain wants to define a company-wide Innovation Standard. To achieve this, the Qii12® survey is conducted for an internal benchmark on various locations of NedTrain.

The results were presented to the Management Team of the location Maastricht, so they were informed and the concrete next steps were immediately discussed. The mean score of 6 provided enough conversation matters! The main improvement potential was in cooperation between departments and better communication within the workplace.

During a workshop employees worked out together how to create an innovative climate. Key concept in TRUST. This is like a microcredit. Managers give employees trust, they pay it back in more self-confidence, passion, pleasure and permanent result.

To evaluate the improvements, the opportunity will be offered to NedTrain to go through the research cycles again in autumn 2010.