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Client case · MTB

Process knowledge turned into clear responsibilities at MTB

Student Consultant helped social development company MTB document its support processes, with process flows, RASCI matrices and embedding within the organisation.

Student Consultant MTB

Situation

Social impact and operational delivery

MTB is a social development company that guides people who are distanced from the labour market towards work or social participation. At the same time, MTB operates as a business, carrying out assignments for clients in a range of sectors. Precisely where these two meet, it is important that processes are clearly documented and responsibilities are clear.

At MTB, this process structure was not documented consistently everywhere. The organisation therefore brought in Student Consultant to properly document the current state of its support processes.

Within the support processes, such as finance, HR and business control, not all ways of working were documented in the same way. An expense claim, for example, was submitted via a form, by email, verbally or on paper. As a result, it was not always clear which route should be followed, where something had stalled and who was responsible for the next step.

Processes around investments, year-end closing, annual accounts and monthly reporting also needed more structure. The task was therefore not to optimise straight away, but first to document how the processes actually run today.

How do the processes actually run today, which route should be followed and where do the responsibilities lie?

Approach

Four steps to widely supported process documentation

  1. Selecting processesIn conversations with department heads, it was decided which processes were most important to document. The list was validated with the client, after which the employees to be involved were identified for each process.
  2. Brown paper sessionsFor each process, up to around five employees mapped the process step by step. In the first phase, the process was built up visually; in the second phase, the responsibilities for each process step were recorded using the RASCI model.
  3. Translation into documentationThe gathered processes were worked out into process flows in Visio and RASCI matrices in Excel, with risks linked to each process step, related documents and work instructions.
  4. Embedding in the organisationThe documentation was placed centrally on the intranet. For each process, someone was made responsible for maintenance, and two MTB employees were trained to document, update and publish processes themselves.

Result

A central basis for process documentation

  • IntranetProcess documentation placed centrally and accessible across the organisation
  • Per processAn owner responsible for maintaining the documentation
  • TwoEmployees trained to document, update and publish processes themselves

At a glance

  • IntranetProcess documentation placed centrally and accessible across the organisation
  • Per processAn owner responsible for maintaining the documentation
  • TwoEmployees trained to document, update and publish processes themselves
Client case
MTB
Published
9 July 2026

Project team

  • Jop Huijben

    Jop Huijben

    Project leader

  • Sem Kostons

    Sem Kostons

    Consultant

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