THE METRO MAP
How can everybody understand the correlation between complex processes and schedules in one glance?
We are making the most complex processes understandable by using the visualization scheme of a Metro Map. This map visualises all processes and their associated milestones in an orderly timeline, with its various stops that represent milestones and intersecting lines that indicate mutually dependent processes.
WHAT’S IN IT FOR YOU?
Thanks to the visual analogy with an actual metro map, it is immediately evident to everyone how the various processes run and which of these processes are interdepend. Other planning graphics, such as lists or bar charts, always rely on the interpretation of the user. The omittance of all unnecessary detail makes it easier to manage on the basis of what is really relevant. Because the mutual dependence is visible, the various parties involved in the P&C cycle are more aware of what other departments are doing. This helps keep unpleasant surprises to an absolute minimum and avoids the duplication of activities.
WHAT CUSTOMERS SAY
Set up and implementation of a Customer Due Diligence policy
“Making a good start was half the battle”
The challenge facing KAS BANK was to implement a Customer Due Diligence policy and rationalise customer files in a limited timeframe.
In collaboration with ITDS, project manager Marc Brouwer took on the challenge.
A social strategy and implementation for OHRA
“As soon as we were satisfied, they’d raise the bar”
In the space of just a few years the role of Social Media at OHRA has grown from “a nice little extra” to a fully fledged business channel.
Iris Wezenberg – previously Social Media Manager and now Online Service Manager with this Dutch insurer – explains how it all came about.
An international IT strategy and organisational change
“You have to get people onside because not everyone likes change”
In just over 40 years Brunel has evolved from a Delft-based brokerage company into an international service provider employing more than 11,000 people in 37 countries. In many of these countries Brunel used local IT systems, each with its own definitions. To make it all future-proof, all these systems had to be replaced by a single system based on the same standard.
Stefan de Boer, Manager Global IT, tells about the collaboration with ITDS.