Projects

General objective: – To develop participants’ auditing skills – To allow them to target systemic causes for non-compliance; – To induce an increased level of spontaneous compliance with internal control

General objective: To be able to organize your own job effectively and efficiently, to learn from experience and consequently continuously pinpoint possibilities for improvement. Duration: 2 days, 09:00 – 17:00

At the end of the three-year period, almost 50% of the projects in the Association’s multi-annual plan were either not started or not finished on time. Prioritization, taking the available

A renovation project of some infrastructure had gone quite wrong. Many stakeholders were involved, all were blaming the builders, it looked like nobody from the agency or their other contractors

The project managers in the international organization had trouble meeting deadlines and keeping within budget on their long term, capital-intensive projects. Project coordination took a lot of effort, responsibilities in

Traditionally oriented towards the development and quality-assurance of the trade, the management noticed that there was an increasing need among members for support in their positioning in the field. The

The board of directors and management of the best packaging factory in the branch were convinced of their approach, but were nevertheless compelled by the market to offer ‘evidence’. Antonie

Newly established business units with a responsibility to produce results had to start operating like a commercial undertaking, even though they had a largely civil past. In plenary sessions, Antonie

The organisation subsidized projects as part of its strategy. However, the organisation has insufficient insight into the proper appropriation of subsidies, and the project results therefore left room for improvement. Antonie

The document-management of the organisation was substandard, and the central department was consequently unable to handle its work. The organisation had already implemented a training boot camp, but nevertheless had doubts

Teams whose members come from different countries and backgrounds pose a special challenge for managers. Especially so when they have to do with every nation and culture across the globe.

27 Nationalities combined in one public organisation, together had to show results. Compliance with procedure was sacrosanct though and feedback on efforts left much to be desired. Antonie Reichling supported

The European head office of an American multinational defined a number of lean projects, but the project leaders and their teams had no experience with a structured approach. As such,

As a small supplier to global players, it was necessary to act with all offices and nationalities in a uniformed fashion; however, internal differences were far too vast. In just

A major manufacturer in hydraulics had built an international service organizations for its products through acquisitions and green fields. A worldwide uniform service offer and working methods supporting an internationally

With the credit crisis’ onslaught, a Japanese machine factory found itself in trouble globally. Results had to improve in the short term and the board of the European headquarters put

A production company was privatised and had set up the company functions of Sales, Order Management, and Logistics. However, there was reasonable doubt concerning the effectiveness and efficiency of these

As part of a large enterprise, the factory was under a lot of pressure to perform better in various areas of sales, production volume and cost prices. There were many