Marcel van Assen is a managing consultant at Berenschot where he’s responsible for all consulting activities with respect to Operational Excellence. His consulting experiences includes numerous operations management and innovation-management issues: from Lean Six Sigma, Operational Excellence, risk management in supply chains to strategy-implementaton based on strategic conversation, roadmapping and foresight for individual organisations, but also for clusters and chains of organisations.
About my consulting activities (content):
A central theme in my work is “the development, design, realisation and management of the excellent organisation”. World class organisations excel on multiple dimensions. Managers of world class organisations are capable to handle a variety of management dilemmas they are confronted with; for example: to excel means both optimalisation and innovation. World class organisations share a number of characteristics: high-performance culture, passionate leadership (passion), innovation (product- & technology roadmapping) and operational excellence.
Operational Excellence: to excel in operations
Operational excellence is a managementconcept waarbij het operationele voortbrengingssysteem (zoals een productiesysteem of een dienstverleningssysteem) zodanig is ontworpen, bestuurd en georganiseerd dat de organisatie precies kan maken en leveren waar de klant om vraagt. Operational Excellence heeft een harde (technische) en een zachte (culturele) component; hoewel beide van belang zijn om operational excellent te worden, numerous organisations worstelen with this dilemma.
fffffffDe technische kant van Operational Excellence is gebaseerd op een aantal wetmatigheden. Variabiliteitsmanagement, complexiteitsreductie en doorlooptijdverkorting zijn hierbij belangrijke thema’s. Hiervoor zijn six-sigma, simulatie en lean management belangrijke instrumenten. Hoewel deze instrumenten zijn ontwikkeld in de industrie, zijn ze ook zeer geschikt voor dienstverlenende organisaties. Toch worstelen nog veel dienstverlenende organisaties met de vraag hoe ze deze instrumenten het best kunnen inzetten.
The soft, socio-technical side of Operational Excellence is at least as important as the technical side (de expertbenadering)—het toepassen van analyse- en ontwerpmodellen en instrumenten voor het ontwerpen van de blauwdruk, betekent niet dat de verbetering gedragen en geborgd is in de organisatie. Vaak is een gedragsverandering nodig. De zachte kant is nodig omdat in het algemeen het succes op lange termijn bij een expertaanpak kleiner is dan 50%. Continu verbeteren vereist een cultuuromslag, een paradigmaverandering on all levels in the organisation.
Clients worstelen vooral met de analyse, implementatie en borging van Operational Excellence. Hoe staan we ervoor? Waar liggen verbetermogelijkheden? Hoe realiseren en borgen we de resultaten? Veel van mijn adviesprojecten richten zich dan ook op het daadwerkelijk invoeren en borgen van the results of Operational Excellence.
- Hard on content; soft on the relation.
Endorsements – what clients say:
“Marcel van Assen is a creative professional who understands the art of analyzing complex business situations through involvement of people or employees. He exercises his natural authority by involving people in the processes that have to be analyzed and he is able to very alert questioning. His written analysis of business situation and determination of paths that could lead to a solution are very clear with logic argumentation and with a good balance between strategy and operations. Marcel is the type of absolute no-nonsense business consultant. He is sparring partner for strategic board level of large companies, but is able to work at management level as well.
For ATAG Nederland BV Marcel has designed and managed a re-design process aimed at operational excellence throughout all processes in the company. Particularly in the fields of R&D, business teams and marketing/sales organisation great organisational results have been achieved. Strategic product road-mapping has been another topic he has conducted as leading manager. I can recommend Marcel to other organisations that would like to have unambiguous advices and a sparring partner at high professional level.Top qualities: Great Results, Personable, Creative
Ben Hofenk MBA, EMLog, MCM
CEO of ATAG Europe BV, the Netherlands
CEO of ASKO Appliances AB, Sweden” April 24, 2011hired Marcel as a Business Consultant in 2008, and hired Marcel more than once
“Marcel is a keen professional with passion and in-depth knowledge of Operational Excellence.
Besides that he is as a nice guy with good communication skills able to get things done on all organizational levels.” April 24, 2011Top qualities: Personable, Expert, Good Value
Arjen van de Werve, hired Marcel as a Business Consultant in 2007, and hired Marcel more than once
Knowledge institutes & consultancy
- NIMR
- DMI
- Kema
- Ergo Design
- DPI
- TU Delft
- TiasNimbas
- Nijenrode
- Focus Conference
- VLM
Industry
- Philips Precision Tooling
- Philips Medical
- Philips Drachten
- Stempher
- Stork Fokker AESP
- Beco
- Nuplex Resins
- Akzo Nobel
- Thales
- Wijdeven
- Driessen
- Moffet
- Urenco Nederland
- Norma
- Aeronamics
- ETG
- Driessen
- Uniparts Kavee
- Spark Holland
- IMS
- Ferro
- IHC Merwede
- ENCI
- Bos Kampen
Trade & Logistics
- Aldipress
- Arriva
- TNT
- Econosto
- MCB
- PON
- Velopa
Public Services
- Ministerie van EZ
- Rijksgebouwendienst
- Ministerie van Financiën (Belastingdienst)
- Politie (Apeldoorn)
- Oxfam Novib
- BOM
- LIOF
- NOM
- NV Oost
Financial Services
- ING
- RVS/NN Services
- Rabobank
- Fortis
- Aegon
- SNS
Health care
- UMC/Julius center
- GGNet
- Alysis
- Triversum
Energy & Utilities (Technical Services)
- Delta NV
- Stork Worksphere
- Essent (RWE)
- Eneco
- Joulz (Eneco Infra)
- Alliander
Woningcorporaties
- Eigen Haard
- Vestia
- Futura
- Waterweg Wonen
- Woonbedrijf Ieder1