Berater / Product Owner / Projektmanager / Prozessoptimierung

6/2012 – 9/2013

3 Projekte gemanaged:
- Implementation of a tool for the screening of Merchants (PEP-tool)
- UBO Identification
- Operational - Readiness several PaySquare projects

Case:
In the context of the Anti-Money Laundering and Anti-Terrorist Financing Act (Wwft), applied to all financial services (like Equens SE / PaySquare BV), of all PaySquare Merchants the Ultimate Beneficial Owners (UBO) and Political Exposed Persons (PEP) had to be identified and checked. For this project UBO identification started. After that the project implementation PEP-tool started.

My contribution:
Constitute and manage the team, develop reporting tools, letters, a tool for data registration, data analysis and monitor and report progress and appoint issues and resolve issues in teams.
Implementation of the tool.

Result:
Information about the UBO’s of all the PaySquare Merchants registered in the systems; findings (incl. business case) about the tool; improvement processes; completed ‘cleaning’ actions; implemented PEP-tool; implemented administration/ workflow tool; compliant work method.

Projektmanagement (IT), Projektleitung / Teamleitung (IT), Prozessoptimierung, Lean Prozesse

6/2012 – 2/2013

Case:
It was necessary to gain insight into the productivity of the employees, in order to make efficient management and deployment of people possible.

My contribution:
Elaboration and analysis of the processes.
Collection of measure information by workshops, interviews, minutes measurement and by investigating the management information.
Processing of data in Excel (by coupled tabs, formulas, etc.). Included in the study were variations in moments of choice, time spent per process step and roll (standard versus time measured), effective team composition versus team composition after conducting investigation and correction standard.

Result:
Applied standard LEAN Six Sigma approximation within Equens. This included the use of:
Performed measurements and improved processes. The standardization enabled the management of Equens to apply improvements in the work processes.
Introduced standardization in processes and investigated possibilities to make processes and activities more manageable.
Introduced Performance Management and Capacity Planning. It became clear in all echelons what the number of FTU per division was, and what it should be.
Advisory with regard to the necessary amount of FTU, proposals for improvement and impact analysis.

Lean Prozesse, Unternehmensberatung, Six sigma

6/2012 – 8/2012

Case:
Within the IMS-program, there were 2 projects with regard to the implementation of new services and processes within Equens. One of these projects was IMS Release 3b, within Release 3b the needed services and processes for eCommerce had to be implemented

My contribution:
Structuring the services, BPM, Aris, work instructions and information products and developing quality requirements for the work instructions.

Result:
Overview (structured) of services, BPM, Aris, work instructions and information products.

Prozessoptimierung, Prozessberatung

2/2012 – 6/2012

Case:
One of the projects of Target Landscape Business Banking (BB) was the delivery of work instructions based on ARIS, delivered by the project Processes. On the basis of about 700 processes, about 250 work instructions had to be produced and to be adjusted. These work instructions had to be transferred phased to the Training project.

My contribution:
Develop and maintain planning with regard to work instructions; keep track of the status of each instruction and structuring the big amount of work processes; Analyze data (planning, status, content); Review of work instructions on quality and consistence (on the basis of ARIS L4 and L5) and develop quality requirements.

Result:
About 250 work instructions delivered, draughted by users of the Mid Office and the Sales Force BB. These work instructions met the quality and consistence requirements for the respective operations.

Business Analysis

5/2011 – 12/2011

Case:
Because of budget costs within the KBR it was necessary to gain insight into the productivity of the employees, in order to make efficient management and deployment of people possible.

My contribution:
Elaboration and analysis of the processes.
Collection of measure information by workshops, interviews and by investigating the management information.
Processing of data in Excel (by coupled tabs, formulas, etc.). Included in the study were variations in moments of choice, time spent per process step and roll (standard versus time measured), effective team composition versus team composition after conducting investigation and correction standard.

Result:
Applied standard LEAN Six Sigma approximation within the KBR. This included the use of:
Performed measurements and improved processes. The standardization enabled the management of the KBR to apply improvements in the work processes.
Introduced standardization in processes and investigated possibilities to make processes and activities more manageable.
Introduced Performance Management and Capacity Planning. It became clear in all echelons what the number of FTU per division was, and what it should be.

Lean Prozesse, Unternehmensberatung, Prozessberatung, Six sigma

1/2011 – 12/2011

Case:
These companies had disappointing business results; the request of the management was an extensive restructuring to improve the results.

My contribution:
Inventory of and advise about the change strategies and the set-up of the organization (functions, organization structure, capacity needed).
Implementation of changes, restructure the IT organization, implementation of cost reductions, to generate more sales volume (via e-commerce) and obtain support around the new work method.
Management of the organization.

Result:
Applied standard LEAN Six Sigma approximation within the companies.
Companies are leaner, work more efficient, at lower cost and the amount of projects raised significantly in the period of 2011-2013.

Management (allg.), Unternehmensberatung

3/2009 – 7/2009

Case:
VSM deemed it necessary to develop a new direction for the organization (from an environment perspective and from an internal perspective) and requested an advisory.

My contribution:
Inventory of and advisory about the organizational-set up.

Result:
Advisory that described the organizational structure, change strategies, required FTU. This advisory is partially carried out by VSM, and partially by Annexum (the company that took over VSM).

Unternehmensberatung

1/2009 – 12/2014

My contribution:
 Conduct product and market development for target group specific e-learning courses.
 Writing course content about communication for several ROC’s (middle years schools).

Result:
Developed courses/ books such as:
 Communications, [...], Th. Heuzen, K. van Rijn, 2009
 Give information, [...], Th. Heuzen, K. van Rijn, 2009
 Dealing with emotions, [...], Th. Heuzen, K. van Rijn, 2009
 Dealing with aggression, [...], Th. Heuzen, K. van Rijn, 2010
 Dealing with complaints, [...], Th. Heuzen, K. van Rijn, 2010
 Dealing with conflicts, [...], Th. Heuzen, K. van Rijn, 2010
 Customer orientation, [...], Th. Heuzen, K. van Rijn, 2010
 Assertiveness, [...], Th. Heuzen, K. van Rijn, 2011
 Negotiation skills, [...], Th. Heuzen, K. van Rijn, 2011
 Motivational interviewing, [...], Th. Heuzen, K. van Rijn, 2011
 Communications with the target group, [...], Th. Heuzen, K. van Rijn, 2014

Kommunikation (allg.), Autor / Schriftsteller

6/2008 – 12/2008

Case:
Due to substantial changes within this organization it was necessary to acquire better insight in the processes within this organization.

My contribution:
Analyze processes, the (re)design according to the OMP method and checking the functioning of the processes (appropriate within the RBP).
Establish a manual and advisory.

Result:
A manual for the department Processes & Information (P&I) that describes all practices and working agreements, as well as a basis for a product catalogue, with a description of the P&I department.
An advisory for de department P&I that describes: strategies for change, organizational structure, capacity requirements, primary business processes, etc.

Prozessoptimierung, Workflows, Prozessberatung

5/2008 – 12/2009

Case:
The Police academy requested a design to link strategy to the various projects within the organization; and new priorities of the projects within the portfolio. A quartermaster was needed for a new department Project Portfolio Management (PPM).

My contribution:
Design the processes and templates in accordance with the OMP and Prince2 method and monitor the functioning of the processes for the new department.
Obtain support within the organization for the new work method.

Result:
A new department PPM with interrelated (work) processes and templates, accepted by the organization.

Prozessoptimierung, Workflows, Prozessberatung