Dura Vermeer Divisional Board of Construction & Real Estate has been working with the Lean Management Institute on a variety of challenges for many years. For example, in more than 20 projects we worked on topics such as reducing failure costs, increasing tender scores, working in value streams to improving cooperation with partners.

Kaizen and Obeya signs

Failure cost reduction: in a five-day kaizen, we worked with a mixed team of employees, implementers, business managers, BIM engineers and directors to reduce failure costs. Through the introduction of Obeya boards, the operating companies gained better visibility of progress and were able to make quicker adjustments. By calculating alternatives from the start, it is easier, faster and more accurate to indicate how to work within budget.

A3 methodology to increase sales

Increasing turnover: with a team of directors and experts from various operating companies, we worked according to the A3 methodology to increase the success rate in tenders, with resounding results: from a score of 1:10 to a score of 1:3 and, in the future, to 1:1.5. By better understanding what the users' needs are, how they will develop and how tender documents can be made more professional. But also by the idea of opening our own showroom as Dura Vermeer, finding partners, developing it as a startup and then realizing it.