As stated in Vision2020, the UT has ambitious goals. Deliver outstanding graduates, generate ground-breaking ideas and world-class innovations, and let our staff be outstanding experts in their field. We know the real needs of the UT-customer and are fulfilling his needs. Rapidly responding to the changing world around us, not once, but continuously.

To realize this vision we need to use all our knowledge and energy in those things which really contribute to this ambition. Don’t spoil time and knowledge on minor details, don’t waste our time.

To realize this situation, an organization without any waste, we really need to know our customer value. We have to create value-creating processing with each step adding to customer value, and get rid of all the waste in the organization processes. The lean philosophy, and especially the way of working and behavior this according to this philosophy supports an organizational culture that is needed to really become an organization without any waste. For that reason it was decided in January 2015 to start with “lean doing”, to make a start with continuous improvement, to become an organization of serious improvers.

Continuous improvement

Continuous improvement means step by step improving. Each time going through the plan-do-check-act-loop:

  • What is the objective/goal?
  • What is the current realization?
  • Adjust if needed

Adjust means that, together with the employees who have the knowledge, you analyze the situation, search for the root cause, implement a countermeasure and define a new standard. It’s a step by step process, small steps, but continuously. The knowledge of our own people is used, to realize the results you want. And after that, together, you keep up the results.

What are we doing today?

Since the start in January 2015 many things has been initiated. Based on the philosophy of continuous improvement, we invest in the knowledge and skills of our people. Any employee who is interested is allowed to take part in one of the lean courses. The lean green belt course is finalized with the international acknowledged Lean Green Belt certificate from the Lean competency system. The UT has the accreditation to award this certificate. Many improvements all over the UT processes can be found, varying from weekly performance management meetings in one department, to reduced process times in the primary process. Each department is invited to use the way of lean continuous improvement in a way it fits best to their way of working.

The goal to be realized?

With the continuous improvement initiative, we want to realize an organization in which our time can be used to create value in research and education. Flawless processes without any problems so that we don't waste time on bureaucracy. By improving our processes, we will free up time. Time we can spend on our primary process and on process improvements. An organization in which we use the talent and ideas of all employees, in an open culture of reflection and improvement. We are heading for a lean doing university, a university of serious improvers.