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 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 behaviour this according to this philosophy supports an organization 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 improving, 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?

The UT has started their lean journey in January 2015.

The first goal to be realized December 2015?

An organization who knows and understands the philosophy of lean and which has, based on own experiments and cases, a first belief that lean-doing can support the organization in realizing their goals. We have trained 20 of our own employees to support the process of improving (Kaizen), we have started improvements, with measurable results. This will be continued. And on the other hand, we like to share knowledge about the lean. If you are interested, feel free to join the introduction training of lean.

By improving our processes, we will free time. Time we can spend on our primary process and on process improvements. And if the first target is met, we set a new one, heading for a lean doing university, a university of serious improvers.