{"id":2039,"date":"2024-05-07T21:53:57","date_gmt":"2024-05-07T19:53:57","guid":{"rendered":"https:\/\/www.waelbers.be\/?page_id=2039"},"modified":"2024-05-20T14:51:35","modified_gmt":"2024-05-20T12:51:35","slug":"projects","status":"publish","type":"page","link":"https:\/\/www.waelbers.be\/en\/projects\/","title":{"rendered":"Projects"},"content":{"rendered":"\n

Improvement projects with impact<\/h2>\n\n
Strategic \nchange<\/span><\/th>Operational \nExcellence<\/span><\/th>Organizational \nimprovement<\/span><\/th>Team \ndevelopment<\/span><\/th><\/tr><\/thead>
\"Focus \nFocusDiscipline<\/span><\/td>\"Procesverbetering\"\/EfficiencySpeed<\/span><\/td>\"Organisatieontwerp\"\/ \nStructureResponsibilities<\/span><\/td>\"Teamwerk\"\/ \nTeamworkPerformance<\/span><\/td><\/tr><\/tbody><\/table><\/figure>\n\n

Overview of implemented projects (non-exhaustive)<\/h4>\n\n
Sector<\/th>Function<\/th>Expertise<\/th>Project contents<\/th><\/tr><\/thead>
Farma & MedTech \nLuchtvaart \nMetallurgie \nSchool group<\/td>General<\/td>Strategic change<\/td>Advise and support the management team in defining and implementing the strategic change path to achieve their ambitious growth targets:<\/span><\/strong> \n– Performing an organizational scan <\/strong>(external environment, processes, structure, systems, resources, technology, culture, leadership, …) \n– Defining cross-functional strategic goals<\/strong> \n– Developing a\u00a0strategy map<\/strong> \n– Developing a balanced scorecard<\/strong> \n– Translating organizational objectives into individual objectives<\/strong> for executives \n– Translating organizational objectives into team objectives\u00a0<\/strong>for operational teams \n– Translating organizational goals into\u00a0 change initiatives<\/strong> (projects and actions) \n– Setting up a governance structure and a PMO\u00a0<\/strong>(Project Management Office) \n– Coaching projects within our areas of expertise<\/td><\/tr>
Banks & Insurances<\/td>General<\/td>Strategic change<\/td>Performing a\u00a0general diagnosis<\/span><\/strong> and identifying improvement opportunities<\/span><\/strong>\u00a0for non-life and life insurance<\/td><\/tr>
Banks & Insurances<\/td>General<\/td>Strategic change<\/td>Defining a\u00a0new strategy<\/span><\/strong>\u00a0for an EEIG (European Economic Interest Group)<\/td><\/tr>
Wood import<\/td>General<\/td>Strategic change<\/td>Turnaround<\/span><\/strong>: improving the profitability <\/strong>and the balance sheet structure <\/strong>in a short time frame in order to ensure the survival of the organisation<\/td><\/tr>
Engineering<\/td>General<\/td>Strategic change<\/td>Benchmarking <\/span><\/strong>the value chain of 3 engineering companies in order to identify and share best practices<\/strong><\/td><\/tr>
Healthcare<\/td>General<\/td>Strategic change<\/td>Mergers and acquisitions<\/strong><\/span>: structure the\u00a0 post-merger integration of 2 organizations (processes, structure, systems)<\/td><\/tr>
Metallurgie \nMining<\/td>General<\/td>Strategic change<\/td>Conducting a strategic profitability analysis <\/span><\/strong>in order to get a clear understanding of the profit drivers<\/td><\/tr>
Banks & Insurances \nPharma & Medtech<\/td>Sales & marketing<\/td>Strategic change<\/td>Transforming <\/span><\/strong>\u00a0the sales processes and – organization<\/span><\/strong> in order to achieve the aggressive growth targets<\/td><\/tr>
Pharma & Medtech<\/td>General<\/td>Operational excellence<\/td>Re-engineering\u00a0 processes, organization and systems across the entire value chain to become compliant with the new\u00a0<\/strong>EU-MDR<\/strong><\/span> legislation<\/td><\/tr>
Pharma & Medtech<\/td>Sales & marketing<\/td>Operational excellence<\/td>Re-engineering of the business planning process<\/span><\/strong> (aligning between marketing organized globally and by product and sales organized locally and per country).<\/td><\/tr>
Pharma & Medtech<\/td>Sales & marketing<\/td>Operational excellence<\/td>Reducing lead time and improving the quality of the “demand” management process<\/span><\/strong> (part of S&OP)<\/td><\/tr>
Pharma & Medtech<\/td>Sales & marketing<\/td>Operational excellence<\/td>Re-engineering the tender management process<\/span><\/strong> and defining the business requirements for a tender management tool.<\/td><\/tr>
Pharma & Medtech<\/td>Procurement & provisioning<\/td>Operational excellence<\/td>Ensuring the supply of critical materials (dual sourcing<\/span><\/strong>)<\/td><\/tr>
Pharma & Medtech<\/td>Procurement & provisioning<\/td>Operational excellence<\/td>Reducing working capital <\/span><\/strong>by reducing inventory levels <\/span><\/strong>through the improvement of the provisioning process<\/td><\/tr>
Chemicals<\/td>Procurement & provisioning<\/td>Operational excellence<\/td>Re-engineering of procurement processes <\/span><\/strong>with the goal of reduring purchasing and process costs<\/td><\/tr>
Pharma & Medtech<\/td>Supply Chain Management<\/td>Operational excellence<\/td>Mapping the End-to-End value stream<\/span><\/strong> of one product from raw materials to delivered finished product and identifying bottlenecks and improvement potential<\/td><\/tr>
Pharma & Medtech<\/td>Supply Chain Management<\/td>Operational excellence<\/td>Designing new distribution control<\/span><\/strong> processes<\/td><\/tr>
Pharma & Medtech<\/td>Supply Chain Management<\/td>Operational excellence<\/td>Making a cross-functional cost-benefit analysis<\/span><\/strong> regarding the introduction of uniquely identifiable products (Unidose)<\/td><\/tr>
Pharma & Medtech<\/td>Master data<\/td>Operational excellence<\/td>Improving productivity <\/span><\/strong>and service levels<\/strong><\/span> of the Master Data Team.<\/td><\/tr>
Pharma & Medtech<\/td>Production<\/td>Operational excellence<\/td>Improving the productivity <\/span><\/strong>of de packaging machines<\/span><\/strong><\/td><\/tr>
Pharma & Medtech<\/td>Production<\/td>Operational excellence<\/td>Coaching improvement initiatives <\/span><\/strong>related to productivity, quality, lead times and safety<\/span><\/strong><\/td><\/tr>
IT<\/td>Servicing<\/td>Operational excellence<\/td>Improving the customer orientation <\/strong>of technical teams<\/td><\/tr>
Chemicals<\/td>Maintenance<\/td>Operational excellence<\/td>Improving maintenance processes <\/span><\/strong>and service levels towards production<\/td><\/tr>
Pharma & Medtech \nChemicals<\/td>IT \/ Production<\/td>Operational excellence<\/td>Defining the future processes, organization and systems for warehousing <\/span><\/strong>and logistic operations<\/span><\/strong><\/td><\/tr>
Pharma & Medtech<\/td>IT \/ Production<\/td>Operational excellence<\/td>Standardizing processes in preparation of the\u00a0 MES roll-out (Manufacturing Execution System<\/span><\/strong>)<\/td><\/tr>
Pharma & Medtech<\/td>Engineering<\/td>Operational excellence<\/td>Managing a critical shutdown project<\/span><\/strong><\/td><\/tr>
Pharma & Medtech<\/td>Engineering<\/td>Operational excellence<\/td>Designing processes and defining system requirements for a new plant<\/span><\/strong><\/td><\/tr>
Food<\/td>Research and development<\/td>Operational excellence<\/td>Redesigning the product innovation process<\/span><\/strong><\/td><\/tr>
Pharma & Medtech<\/td>Regulatory<\/td>Operational excellence<\/td>Improving data quality<\/span><\/strong> by working on\u00a0 processes and competencies<\/td><\/tr>
Pharma & Medtech<\/td>IT \/ Regulatory<\/td>Operational excellence<\/td>Defining system requirements<\/span><\/strong> and preparing an investment decision <\/span><\/strong>(“keep and improve” or “divest and replace”)<\/td><\/tr>
Pharma & Medtech<\/td>Finance<\/td>Operational excellence<\/td>Reducing working capital <\/span><\/strong>(inventories of raw materials and finished products)<\/td><\/tr>
Pharma & Medtech<\/td>Finance<\/td>Operational excellence<\/td>Reducing inventory write-offs<\/span><\/strong><\/td><\/tr>
Pharma & Medtech<\/td>Finance<\/td>Operational excellence<\/td>Improving the costing system to make better product\/market decisions<\/span><\/strong><\/td><\/tr>
Pharma & Medtech<\/td>Finance<\/td>Operational excellence<\/td>Developing an activity based costing<\/span><\/strong> system and setting up an after-calculation in order to improve the profitability of the leads<\/strong><\/span><\/td><\/tr>
Banks & Insurances<\/td>Servicing<\/td>Operational excellence<\/td>Improving <\/span><\/strong>various processes <\/span><\/strong>(mortgage credit, professional credit, account opening and closing, family business succession, …)<\/td><\/tr>
Banks & Insurances<\/td>Servicing<\/td>Operational excellence<\/td>Improving the performance<\/span><\/strong> of the trade finance<\/span><\/strong> activities<\/td><\/tr>
Banks & Insurances<\/td>Servicing<\/td>Operational excellence<\/td>Downsizen <\/span><\/strong>various departments in the credit sphere<\/td><\/tr>
Banks & Insurances \nScholengroep<\/td>Supporting services<\/td>Operational excellence<\/td>Improving the cost effectivity <\/span><\/strong>of\u00a0 supporting departments<\/span><\/strong> (improving the internal functioning and the service levels towards internal customers)<\/td><\/tr>
Banks & Insurances<\/td>Sales & marketing<\/td>Organizational design<\/td>Redefining the distribution channels<\/strong> <\/span>of insurance products (direct channels versus bank channels)<\/td><\/tr>
Banks & Insurances<\/td>Sales & marketing<\/td>Organizational design<\/td>Mapping the synergy potential<\/span><\/strong> between corporate banking, private banking and investment banking<\/td><\/tr>
Banks & Insurances<\/td>Asset management<\/td>Organizational design<\/td>Determing the best location and reporting line<\/span><\/strong> for asset management subsidiaries<\/td><\/tr>
Banks & Insurances<\/td>Risk<\/td>Organizational design<\/td>Herorganising<\/strong><\/span>\u00a0the “Risk departmen<\/strong>t” (from functional to customer-oriented)<\/td><\/tr>
Banks & Insurances<\/td>Mail Center<\/td>Organizational design<\/td>Redesigning the work organization <\/strong><\/span>and the shift system within the mail center<\/td><\/tr>
Pharma & Medtech<\/td>Supply Chain Management<\/td>Organizational design<\/td>Reorganizing <\/strong><\/span>the organizational structure, improving critical processes, Implementing a results-oriented team culture<\/span><\/strong> (perfect supply)<\/td><\/tr>
Pharma & Medtech<\/td>R&D<\/td>Organizational design<\/td>Designing a new structure<\/span><\/strong> for the labs of analytical development<\/td><\/tr>
Pharma & Medtech<\/td>R&D<\/td>Organizational design<\/td>Merger of two departments<\/span><\/strong> (toxicology and phamacokinetics)<\/td><\/tr>
Chemicals<\/td>Production and warehouse<\/td>High-performing teams<\/td>Implementing van self-managing teams<\/span><\/strong><\/td><\/tr>
Pharma & Medtech<\/td>Manufacturing<\/td>High-performing teams<\/td>Introducing an innovative work organization<\/span><\/strong> (team-based, performance-oriented) (formulation, filling, packaging)<\/td><\/tr>
Banks & Insurances<\/td>Sales & marketing<\/td>High-performing teams<\/td>Improving the cooperation <\/strong><\/span>between corporate bankers en loan officers<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"

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