SENS: Lean in Achmea

1. SENS: Lean in Achmea Wieger Wagenaar Finance Transformation – 9 december 2009

2. Customer focus and operational excellence are building blocks for becoming Europe’s most trusted insurer “The essence of SENS is improving customer focus and result focus by cooperation” “SENS creates the basis for Operational Excellence” “SENS offers part of the culture program how to deliver on empathy and interconnection”

3. Achmea is embarking on a transformation journey through an ambitious Company-wide Lean (“SENS”) program • Lean • SENS • Focus on value creation from customer point of view • Holistic aproach with equal emphasis on process optimization, operational management and mindsets & behaviour • Remove waste, variability, inflexibility • Capability building on all company levels • Continuous inprovement through kaizen cycles • Mini-transformations of 16 weeks • Key Achmea learnings: • Lean in financial services poses new challenges to the Lean filosophy and method • Need to tailor to specific company and business unit characteristics Source: Team analysis

4. For this transformation, the Board has made budget available without directly imposing targets • As Executive Board, we have made available a substantial budget to set up the SENS organization and to pay for support throughout the mini-transformations • Business Units make use of the centrally financed SENS organization, without direct reflection on targets • Only if management commitment is given to certain improvements, these commitments will be reflected in the targets of the relevant business unit • Achmea makes a significant upfront investment in a program that is expected to generate a true transformation • Business units can “test the water” before committing to more ambitious targets

5. As with Lean, SENS means eliminating all waste from customer perspective.. • Sources of waste • SENS (‘Lean’) is a set of systems, tools and behaviours. Lean is rooted in the production-industry • De core of SENS is eliminating everything that consists waste from the customer point-of-view and thus improving quality, productivity and cost • The key elements of SENS are • Process optimalization • Operational management • Mindsets and behaviour A B C

6. ..but SENS goes further than Lean in focusing on 3 key dimensions at the same time “How people think, feel and act, both individually and collectively” “Formal structures and the way in which the operations are directed” “How are people and other resources combined and optimized in streamlined processes” If you neglect one of the three dimensions, the envisioned transformation will fail

7. Diagnosis Preparation ~ 6 weeks ~2 weeks Process optimization Mindsets & Behaviour Operational Management Teamleader Recommitment Steerco commitment Kick-off unit Teamleader commitment SENS mini-transformations build up during 5 distinct phases Continuous improvement Implementation Prediagnosis ~ 6 - 8 weeks ~ 6-12 weeks Continu I n l e v e n V e r b i n d e n W a a r m a k e n • Best Practice visits • Kickoff/ Customer Arena • Masterclass SENS DO/MT • SENS basic training • Training for TLs and seniors • Capture quick wins • Lead SENS workshop • Training SENS diagnostic tools • Working sessions with line team • Anchoring SENS method • Coaching/ intervision • Training new employees • SENS Fora • Training for TLs • Kick-off SENS on unit Gate 6 6