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For this assignment, we worked for an independent administrative body that was originally part of a government ministry. There was dissatisfaction within the organization with the performance of the facilities department.

Our client was an international machine builder with offices in Europe, China, the United States, and South America. The company had been gaining ground for years thanks to a strong technical advantage and operated under a clear hierarchical culture. They were market leaders in a saturated market and, despite this, wanted to substantially increase revenue. This was the question we addressed.

Recently, a commercial client contacted us to say that their clients had noticed that the employees seconded to them were not very happy and that their performance was declining, along with business results.

Assignment: The number of incorrect, non-compliant standard and custom products delivered had to be reduced by Y% within X time to xxx for financial reasons and to increase customer satisfaction.

Organization: They worked with a lot of components and therefore also with a lot of suppliers and guaranteed a delivery time of 7 working days. Customers were dealers and DIY stores in Europe, end users were the consumers.

In the 1990s, Boswinkel & Partners was approached by a company that was facing a challenge. Without ISO certification, they could no longer participate in tenders for important customers. Although the company was dreading the perceived paperwork, they saw no other option.

Our approach: smart certification
In the first telephone conversation, we immediately indicated that ISO certification does not mean that everything has to be on paper. You only describe those processes that are really important to your company, supplemented with a few mandatory ISO elements such as internal audits and management reviews. Within a few months, the company obtained the ISO certificate.