Super7 Operations : The Next Step for Lean in Financial Services
Language: English
Published by Iuniverse, 2013
- Softcover
- New
Seller: AHA-BUCH GmbH, Einbeck, GermanyAHA-BUCH GmbH
AbeBooks seller since August 14, 2006
Condition: New
£ 20.17
Quantity: 1 available
Add to basketItem description from seller
nach der Bestellung gedruckt Neuware - Printed after ordering - When author and operational excellence consultant Menno R. van Dijk joined ING Domestic Bank in the Netherlands, the company had already been using the Lean system a few years. But van Dijk felt something was missing-the fun factor: experiments, improvements, a supportive management style, and teamwork. He wasn't seeing the sense of invigoration and renewal that comes when employees on the shop floor experience the improvement brought on by a Lean implementation. He went to work and created a new approach-Super7-that took the Lean system in financial services to the next level. It radically reduced customer waiting times with less management and more responsibility on the shop floor. In Super7 Operations, he discusses Super7 in detail-how it was developed, what it does for customers, how it changes culture on the shop floor, and how it affects employees and managers. He explains its benefits, which include flexible capacity to cope with fluctuating demand-no inventory, no waiting;small, autonomous teams committed to getting the job done for their customers;output management and delegated responsibilities; andcontinuous improvement of performance without the need for tight controls.Including case studies, this guide provides valuable tips and tricks for implementing Super7 in an organization that is looking for ways to improve their customers' experience.…
Seller Inventory # 9781491713501
- Title
- Super7 Operations : The Next Step for Lean in Financial Services
- Author
- Menno R. van Dijk MSc
- Publisher
- Iuniverse
- Publication year
- 2013
- Condition
- Neu
- Binding
- Taschenbuch
- Language
- English
- ISBN 10
- 149171350X
- ISBN 13
- 9781491713501
- Item weight
- 148 grams
- Dimensions
- 216x140x7 mm
"Synopsis" may belong to another edition of this title.
Excerpt. © Reprinted by permission. All rights reserved.
Super7 Operations
The Next Step for Lean in Financial Services
By Menno R. van DijkiUniverse LLC
All rights reserved.
Contents
Foreword, v,
Introduction, ix,
Discovering the True Benefits of Lean, xi,
Section 1: Super7 Operations, 1,
1. Super7 – The Logical Next Step for Lean within Financial Services, 3,
2. The Development of Super7 at ING, 9,
3. Three Reasons to Introduce Super7 in Your Operation, 15,
4. What Super7 Means for the Manager, 37,
Section 2: Case Studies – Experiences with Super7 within ING, 41,
5. OS Leeuwarden: One Year after Super7 Implementation, 43,
6. Super7 at the Mortgages Department, 51,
7. Super7 at the Credit Cards & Loans Department, 57,
Section 3: Super7 Outside of Operations – Ideas and Experiments, 63,
8. Super7 within a Small Consultancy Team, 65,
9. Is There a Use for Super7 Outside of Back Offices?, 71,
Conclusion, 75,
References, 77,
Acknowledgements, 79,
Index, 81,
CHAPTER 1
Super7 – The Logical Next Step for Lean within Financial Services
A few years ago I was given the opportunity to complete a significant task – optimising the back office at the Leeuwarden branch of a Dutch bank called ING. What began as an experiment in implementing lean in this back office eventually developed into something else: a new solution, and one with the potential to redefine lean and its application within the financial services industry. We call this solution Super7.
Super7 Defined
Super7 Operations are based on the principle of dividing traditional-size teams into small teams of five to nine persons. Each small team is called a Super7, and every Super7 receives a fixed percentage of the work of the larger group.
Each Super7 team has the task of completely finishing all of their customer requests from start to finish, directly the same day, without making the customer wait. In most cases, implementing Super7 Operations makes it possible to work without inventory and without handovers. This means that a complex workflow-management or inventory-management system is no longer necessary.
The small Super7 team creates flexibility in skills: if a customer request requires several different tasks, a multi-skilled Super7 is created that can finish all tasks within the team. The team size is effective, and because the teams are small, they allow for visibility and trust, which in turn enables the team to make effective decisions. It's almost impossible for a traditional team of twenty to twenty-five persons to make a decision that everybody is happy about.
Finally, every Super7 has control over how they do the work: who does what, in what order, and at what pace – all are the responsibility of the Super7. Super7s are steered only on output, on what they deliver. And they can ask their managers for help at any time. The Super7 applies the principles of lean and operational management, with autonomy and responsibility on the shop floor.
The most recent trend in this space, operational management, has achieved some impressive results, causing a true lean-hype at banks since the early 2000s. What I have found in my own experience in the last few years, however, is that it's now time for the next step beyond operational management, via the kind of new approach offered by Super7.
The Limitations of Operational Management in Back Offices
Lean was first introduced in the world of banking via the back office, as this environment was the bank department most similar to the production environment (i.e., shop floor) where lean originated – the manufacturing and assembly plants of Toyota. The lean basics [see figure 1] and well-known lean best practices [see figure 2] like standardised work, takt (pace of manufacturing time [from the German]) and standardised cycle times, visual management, and production levelling were all translated into a system for the bank back office. This system is what we call operational management, and it consists of the following:
• standard times for each type of customer requests
• work packages of exactly one hour of work each, assigned to individual employees on an hourly basis
• work held in inventory with planned production to level out peaks and lows in customer demands
• performance measurement, which measure and direct employee availability and productivity, with matching target setting on all levels in the organisation
• team boards visualising team performance versus targets; weekly meetings with the team
• regular continuous improvement sessions on the shop floor
Leeuwarden had adopted operational management a few years prior to my arrival, and at the time, everybody was very enthusiastic about it. When I arrived at Leeuwarden, however, the initial sheen was off the rose, so to speak. Operational management was not having the desired effect anymore. In fact, the performance of their back office had ING entirely puzzled.
Despite the implementation of lean, customer goodwill was at an all-time low, with production lagging consistently behind customer requests. With all the lean best practices in place, why were the customers complaining so much about the service they received? And, when operational management had always been the most effective solution for meeting customer expectations, why was the organisation now unable to meet those expectations when applying that solution to the situation?
Simply put, the old methods weren't cutting it within the evolving world of financial services. The way we used to do operational management wasn't enough for what banking was becoming.
The integration of Web-based services into the customer experience of businesses across a wide array of sectors had changed the time frame of customers' perception of what quality customer service is. Via the Internet, customers had become accustomed to a new level of service; for instance, a Web-hosting contract is closed within minutes, with digital forms, e-mail confirmations, and all the necessities provided online.
The customer question became: why do I have to wait more than a week for my bank to answer a simple request/question? Perhaps even more importantly, as a result of the global financial crisis, customer trust was at an all-time low. We needed a new approach in place that could increase efficiency on the shop floor and directly address customer needs, assuaging both the rise in customer expectations and the rise in customer complaints.
Super7 — Rethinking the Back Office
Super7 Operations, as described in this book, provided the new approach that answered the prevailing dilemma at ING. And what worked for ING, perhaps, could work for more financial-sector back offices searching for the next lean breakthrough, the next logical step after operational management, and the one that would transform the financial sector's processes, culture, and customer relationships.
Clearly, the lean trend within financial services is far from over. According to recent research, banks and other financial institutions that have successfully implemented lean programmes record 15 per cent to 25 per cent improvement in overall efficiency. Although the banking crisis forced banks to rethink their business, their proposition, and their priorities, lean (with its core elements of continuous improvement, waste reduction, process thinking, and customer-centricity) is still an important pillar in the strategy of a large number of leading banks.
Super7 builds off these core principles and successful applications of lean within the financial space in a new and promising way. Moreover, in the wake of operational management, there clearly is a need for the next lean programme that can transform the space. Super7 has proved to be just that. It is not a departure from lean but a dynamic enhancement. Simply stated, Super7 is the sought-after next logical step.
In the subsequent chapters within this section, we will explore just how Super7 works, describing its attributes and benefits, examining some examples of how it manifests in the back office, and seeing the results it can produce.
CHAPTER 2The Development of Super7 at ING
In 2011, I dug into my new project at ING – helping to improve the back office of Operational Services (OS) in Leeuwarden. Customer service was in need of improvement, with customer requests taking days or sometimes weeks to process, leaving many customers wondering if they would ever receive a proper answer to their requests. I was tasked with streamlining the back office and increasing throughput in order to (1) get customer needs addressed in a timely manner, and (2) get customer loyalty and satisfaction back in a safe zone for the organisation.
When I arrived in Leeuwarden, they had already had lean in place for a few years. Employees were responsible for their own hour packages. All the work was sorted into customer requests of the same type, and each type of work was given a standard completion time. In this way, every employee had a standard amount of time to work on each customer request. Managers gathered the incoming requests, preparing them and then saving them up for processing the next day by individual employees. When that work was meted out to individual employees the next day, they each were tasked with addressing exactly the number of hour packages to satisfy the eight-hour workday.
Despite this seemingly accurate way of matching work to capacity, it required a lot of management attention to ensure that all work packages had been completed at the end of the day. If an hour package was not completed in a workday, it was sent back into production planning and work distribution for readdressing the next day.
The employees were productive and committed to the set goal, but their commitment to that goal was based on the SLA, not the actual customer. Their efficiency didn't answer an obligation to what ostensibly was ING's main concern – the customer – but to an `internal process owner' that addressed customer needs as 'inventory'.
It wasn't 'inventory' by any stretch of the imagination. After all, where was the benefit to the customer? Think of it this way: if you go to a store to buy a jar of peanut butter, having that inventory stocked on the shelf benefits you as a customer. But that paradigm cannot apply within a bank. It was not as if one of ING's employees could respond to an address change, say, with something they already had on the shelf. 'Here, take this address change I already had prepared beforehand ...'; naturally, that wouldn't do the job. What we essentially had on our hands was not inventory but backlog.
The Problem
The dilemma with this backlog was that, simply put, work was lying around. One day before the end of an SLA, the inventory management system would prioritise inventory as 'orange'; on the last day or beyond, it would mark it as 'red'. By and large, this system of prioritisation meant that work would sit around waiting to become orange.
When tasks were finally parcelled to an employee for processing, that employee would inevitably be under pressure to finish because of the standard times. If anything about the task was unclear, if any bit of critical information was missing, the employee would just 'reject' the task and send it back to the customer.
It wasn't difficult to understand why this process was leaving customers disgruntled and ready to jump ship. Take a moment to imagine this process from the customer's end. A customer has submitted a request and has patiently waited for a response, only to ultimately receive a note that the form was rejected. Not the best way to foment customer satisfaction, or customer loyalty, for that matter. In fact, at the time, the 'processes' (customer requests) handled at the Leeuwarden back office had a Net Promoter Score (NPS) in the range of -30, so customer loyalty was thin on the ground, to say the least. Clearly, customers held a lot of resentment about how the team at Leeuwarden processed customer requests.
Naturally, the ING organisation had already started many initiatives to improve its customer-service procedures. For example, instead of sending rejected forms back to the customer, ING would first try to contact the customer to explain what went wrong and what information was missing; if possible, the back office would try to correct the problem directly. Customers appreciated the improved level of service. Naturally, all successful initiatives were incorporated into our solution.
The Solution — Developing Super7 Operations
I saw the situation at Leeuwarden as an opportunity to develop a new approach to lean within a bank setting. The challenge before me was increasing throughput and eradicating the backlog. I also needed to reprioritise employee productivity and focus, and make sure that the end goal satisfied customer needs.
It seemed to me that the first order of business was to eliminate any inventory older than one day. It made sense to me to start working a system of Today In, Today Out (TITO).
The problem was that work preparation typically took about 75 per cent of the day, leaving only 25 per cent of the day to actually process the tasks. It occurred to me that instead of dividing the work up among individuals, we might divide the work up among small groups. How small? Groups of seven, with each group comprised of team members that united all the necessary skills to accomplish tasks in one day. That's how the core idea of Super7 was born.
Before the development of Super7, the back office continually addressed work from a few days before. The logistics department would receive the forms and begin preparing the work into work streams and hour packages. Management would then sit in on a daily production meeting in order to determine who was going to undertake which work the next day – already a day behind. Best case scenario, an employee was at the earliest doing the work of yesterday, and, more often than not, work that was much older than that.
In addition to implementing a team that could handle the workflow in a single day, I knew that we needed to seriously reduce the logistics involved. Since teams would now be in place, portioning tasks was redundant; in fact, the daily production meeting was eliminated entirely, with work instead sent to the same physical location on a daily basis.
This made the workday far more efficient. Logistics now took the first part of the morning (from 7 a.m. to 9 a.m.) to open and sort customer mail (i.e., tasks,) and partition these tasks into packages of the same type. A single package of a single type of task was then sent to a single Super7 team that would address that package in a single day.
Some work streams were too small to have seven people working on them. We developed a solution for this by creating multi-skilled Super7 teams.
A single multi-skilled Super7 would work on all the requests of several types of requests, finishing the total volume of these requests the same day. There were also a couple of work streams that were too large for one Super7. These were assigned to two or three Super7s, each responsible for a fixed percentage of the daily volume.
Assigning all the work of the entire department to Super7s was quite a puzzle, as you can imagine. However, with logistics streamlined and tasks reprioritised, employee focus was now on customer requests, rather than feeding an internal machine and shuffling work back and forth. The focal shift was subtle, but nonetheless significant. The priority was once again the customer, and the bank could only be the better for it.
CHAPTER 3Three Reasons to Introduce Super7 in Your Operation
In my experiences with the development and implementation of Super7, I have found that there are myriad benefits to a business – on both the micro and macro levels – when the organisation employs these techniques in a back office. The nature of these benefits can vary from sector to sector. Consistently, however, three central benefits come up again and again:
• customer-centric and employee-empowered business culture
• reduced inventory
• more supportive management style
We will look at each of the above central benefits in detail throughout this chapter, as they are the three essential reasons for implementing Super7 at an organisation. Together, these three form an enterprise-wide transformation, bringing new and enhanced value to everything from the point-of-contact with the customer to shop floor processes. As such, I have found Super7 to be one of the most comprehensive solutions for improving the performance and efficiency of an organisation.
The first – evolving a new customer-centric and employee-empowered business culture via Super7 – is possibly the most difficult to delineate. The concept of business culture itself has always been somewhat amoebic, involving factors that often function on an intuitive level rather than a factual one. What I have seen, however, is that Super7 realigns the intent behind workflow in a way that naturally and clearly redefines the culture of an organisation. By restructuring the way employees handle tasks, Super7 automatically switches employee focus onto the customer.
(Continues...)
Excerpted from Super7 Operations by Menno R. van Dijk. Copyright © 2013 Menno R. van Dijk, MSc.. Excerpted by permission of iUniverse LLC.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
"About the title" may belong to another edition of this title.
Shipping rates from Germany to U.S.A.
| Item | 7 to 10 business days | 5 to 7 business days |
|---|---|---|
| First item | £ 29.28 | £ 37.65 |
Payment methods
- Bank Wire Transfer
- Check
- Paypal
Store description
Das Unternehmen AHA-BUCH GmbH: Seit der Gründung von AHA-BUCH im Juli 2005 ist unser Hauptziel, zufriedenen Kunden so schnell und so preisgünstig wie möglich ihren Bücherwunsch zu erfüllen. Unsere Firma beschäftigt 16 Mitarbeiter, die nur ein Ziel kennen: den Kunden und seine Wünsche! Auf über 3700 m2 Fläche haben wir über 100.000 Bücher, Modernes Antiquariat und Spiele auf Lager.
Specialty
Kinderbücher & Kinderhör Casetten, German Books, Software, Natur & Tiere, Ratgeber, Sachbücher, Englische Bücher, Medizin & Gesundheit, Universität & StudiumSeller's business information
AHA-BUCH GmbH
Garlebsen 48
Einbeck, Germany 37574
Imprint
Seller Info:
AHA-BUCH GmbH
represented by the managing director Christel Glass
Garlebsen 48
37574 Einbeck
Deutschland
Telefon: 055639996039
Telefax: 055639995974
E-Mail: abebooks@aha-buch.de
USt-IdNr.: DE261904229
registered at Commercial register Amtsgerichtes Göttingen
Handelsregisternummer HRB 200691
Alternative dispute resolution:
The European Commission provides a platform for out-of-court online dispute resolution (ODR platform), which can be accessed under https://ec.europa.eu/odr.
We have been a member of the "FairCommerce" initiative since 25.05.2018.
For more information, see www.fair-commerce.de.
Terms of sale
General Terms and Conditions and Customer Information / Privacy Policy
I. General Terms and Conditions
§ 1 Basic provisions
(1) The following terms and conditions apply to all contracts that you conclude with us as a provider (AHA-BUCH GmbH) via the Internet platforms AbeBooks and/or ZVAB. Unless otherwise agreed, the inclusion of any of your own terms and conditions used by you will be objected to
(2) A consumer within the meaning of the following regulations is any natural person who concludes a legal transaction for purposes that can predominantly be attributed neither to their commercial nor their independent professional activity. An entrepreneur is any natural or legal person or a partnership with legal capacity who, when concluding a legal transaction, acts in the exercise of his independent professional or commercial activity.
§ 2 Conclusion of the contract
(1) The object of the contract is the sale of goods.
(2) If an article is listed by us at AbeBooks or ZVAB, the activation of the offer page at AbeBooks or ZVAB constitutes the binding offer to conclude a contract under the conditions contained in the article page.
(3) The contract is concluded via the online shopping cart system as follows:
The goods intended for purchase are stored in the "shopping cart". Via the corresponding button in the navigation bar you can call up the "shopping cart" and make changes there at any time.
After calling up the "Checkout" page and entering the personal data as well as the payment and shipping conditions, all order data will be displayed again on the order overview page.
Before sending the order, you have the option of checking all information again, changing it (also via the "back" function of the Internet browser) or cancelling the purchase.
By submitting the order via the "Buy now" button, you declare the acceptance of the offer in a legally binding manner, whereby the contract is concluded.
(4) The processing of the order and transmission of all information required in connection with the conclusion of the contract is partly automated by e-mail. You must therefore ensure that the e-mail address you have stored with us is correct, that the receipt of the e-mails is technically ensured and, in particular, that spam filters do not prevent it.
§ 3 Right of retention, retention of title
(1) You can only exercise a right of retention if it concerns claims from the same contractual relationship.
(2) The goods remain our property until full payment of the purchase price.
§ 4 Warranty
(1) The statutory warranty rights exist.
(2) In the case of used goods, the warranty period is one year from delivery of the item, deviating from the statutory regulation. The shortening of the deadline does not apply:
- culpably caused damages attributable to us from injury to life, limb or health and in the case of other damages caused intentionally or through gross negligence;
- insofar as we have fraudulently concealed the defect or have assumed a guarantee for the quality of the item.
(3) As a consumer, you are requested to check the item immediately upon delivery for completeness, obvious defects and transport damage and to inform us and the freight forwarder of any complaints as soon as possible. If you do not comply with this, this will have no effect on your statutory warranty claims.
§ 5 Choice of law, place of performance, place of jurisdiction
(1) German law shall apply. In the case of consumers, this choice of law shall only apply insofar as this does not withdraw the protection afforded by mandatory provisions of the law of the state of the consumer's habitual residence (principle of favourability).
(2) The place of performance for all services arising from the existing business relationships with us as well as the place of jurisdiction is our registered office, insofar as you are not a consumer, but a merchant, a legal entity under public law or a special fund under public law. The same applies if you do not have a general place of jurisdiction in Germany or the EU or if the domicile or habitual residence is not known at the time the action is brought. The right to appeal to the court at another statutory place of jurisdiction remains unaffected by this.
(3) The provisions of the UN Convention on Contracts for the International Sale of Goods shall expressly not apply.
II. Customer Information
- Identity of the Seller
AHA-BUCH GmbH
Garlebsen 48
D-37574 Einbeck
Germany
Telephone: 055639996039
E-mail: abebooks@aha-buch.de.
Alternative dispute resolution:
The European Commission provides a platform for out-of-court online dispute resolution (ODR platform), which can be accessed under https://ec.europa.eu/odr.
- Information on the conclusion of the contract
The technical steps for the conclusion of the contract, the conclusion of the contract itself and the correction options are carried out in accordance with the provisions "Conclusion of the contract" of our General Terms and Conditions (Part I.).
- Contract language, contract text storage
3.1. The contract language is german.
3.2. The complete text of the contract will not be stored by us. Before sending the order, the contract data can be printed out or electronically saved via the print function of the browser. After receipt of the order by us, the order data, the legally prescribed information for distance contracts and the General Terms and Conditions will be sent to you again by e-mail.
- Essential characteristics of the goods or services
The essential characteristics of the goods and/or services can be found in the respective offer.
- Prices and terms of payment
5.1. The prices stated in the respective offers as well as the shipping costs represent total prices. They include all price components including all applicable taxes.
5.2. The shipping costs incurred are not included in the purchase price. They can be called up via a correspondingly designated button on our website or in the respective offer, are shown separately in the course of the ordering process and are to be borne by you in addition, unless free shipping has been promised.
5.3. If the delivery is made to countries outside the European Union, we may incur additional costs for which we are not responsible, such as.B customs duties, taxes or money transfer fees (transfer or exchange rate fees of the credit institutions), which are to be borne by you. Any costs incurred for the transfer of money shall also be borne by you in cases where the delivery is made to an EU member state, but the payment was initiated outside the European Union.
5.4. The payment methods available to you are indicated under a corresponding button on our website or in the respective offer.
5.5. Unless otherwise stated for the individual payment methods, the payment claims from the concluded contract are due for payment immediately.
- Terms of delivery
6.1. The terms of delivery, the delivery date and, if applicable, existing delivery restrictions can be found under a correspondingly designated button on our website or in the respective offer.
Insofar as no other deadline is specified in the respective offer or under the correspondingly designated button, the delivery of the goods will take place within 3-5 days after conclusion of the contract (in the case of agreed advance payment, however, only after the time of your payment instruction).
6.2. Insofar as you are a consumer, it is regulated by law that the risk of accidental loss and accidental deterioration of the sold item during dispatch shall only pass to you upon handover of the goods, regardless of whether the shipment is insured or uninsured. This does not apply if you have independently commissioned a transport company not named by the entrepreneur or a person otherwise designated to carry out the shipment.
- Statutory liability for defects
Liability for defects is governed by the "Warranty" provision in our General Terms and Conditions (Part I).
last update: 01/06/2022
Privacy policy
Unless otherwise stated below, the provision of your personal data is neither required by law or contract, nor is it necessary for the conclusion of a contract. You are not obliged to provide the data. Failure to provide this will have no consequences. This only applies if no other information is provided in the subsequent processing operations.
Collection, processing and disclosure of personal data when placing orders
When ordering, we collect and process your personal data only to the extent necessary to fulfil and process your order and to process your enquiries. The provision of the data is necessary for the conclusion of the contract. Failure to provide this provision means that no contract can be concluded. The processing takes place on the basis of Art. 6 para. 1 lit.b GDPR and is necessary for the performance of a contract with you.
Your data will be passed on, for example, to the shipping companies and dropshipping providers selected by you, payment service providers, service providers for order processing and IT service providers.
In all cases, we strictly observe the legal requirements. The scope of data transmission is limited to a minimum.
Duration of storage
After completion of the contract, the data will first be stored for the duration of the warranty period, then taking into account legal, in particular tax and commercial retention periods and then deleted after expiry of the period, unless you have consented to further processing and use.
Rights of the data subject
If the legal requirements are met, you have the following rights under Articles 15 to 20 GDPR: Right to information, to correction, to erasure, to restriction of processing, to data portability.
In addition, pursuant to Article 21 (1) GDPR, you have the right to object to processing based on Article 6 (1) f GDPR and to processing for direct marketing purposes.
Contact us on request. The contact details can be found in our imprint.
Right to lodge a complaint with the supervisory authority
In accordance with Article 77 GDPR, you have the right to complain to the supervisory authority if you believe that the processing of your personal data is not lawful.
Right to object
If the personal data processing listed here is based on our legitimate interest pursuant to Art. 6 para. 1 lit. f GDPR, you have the right to object to this processing at any time with effect for the future for reasons arising from your particular situation.
Right of withdrawal
If you are a consumer you can withdraw from the contract in accordance with the following. Consumer means any natural person who is acting for purposes which are outside his trade, business, craft or profession.
Information regarding the right of withdrawal
Statutory right to withdraw
You have the right to withdraw from this contract within 14 days without giving any reason.
The withdrawal period will expire after 14 days from the day on which you acquire, or a third party other than the carrier and indicated by you acquires, physical possession of the last good or the last lot or piece.
To exercise the right of withdrawal, electronically fill in and submit a clear statement on our website, under "My Purchases" in "My Account". We will communicate to you an acknowledgement of receipt of such a withdrawal on a durable medium (e.g. by e-mail) without delay.
To meet the withdrawal deadline, it is sufficient for you to send your communication concerning your exercise of the right of withdrawal before the withdrawal period has expired.
Effects of withdrawal
If you withdraw from this contract, we will reimburse to you all payments received from you, including the costs of delivery (except for the supplementary costs arising if you chose a type of delivery other than the least expensive type of standard delivery offered by us).
We may make a deduction from the reimbursement for loss in value of any goods supplied, if the loss is the result of unnecessary handling by you.
We will make the reimbursement without undue delay, and not later than 14 days after the day on which we are informed about your decision to withdraw from this contract.
We will make the reimbursement using the same means of payment as you used for the initial transaction, unless you have expressly agreed otherwise; in any event, you will not incur any fees as a result of such reimbursement.
We may withhold reimbursement until we have received the goods back, or you have supplied evidence of having sent back the goods, whichever is the earliest.
You shall send back the goods or hand them over to AHA-BUCH GmbH, Einbeck, Germany, without undue delay and in any event not later than 14 days from the day on which you communicate your withdrawal from this contract to us. The deadline is met if you send back the goods before the period of 14 days has expired. You will have to bear the direct cost of returning the goods. You are only liable for any diminished value of the goods resulting from the handling other than what is necessary to establish the nature, characteristics and functioning of the goods.
Exceptions to the right of withdrawal
The right of withdrawal does not apply to:
- The delivery of newspapers, journals or magazines with the exception of subscription contracts; and
- The supply of digital content which is not supplied on a tangible medium (e.g. on a CD or DVD) if you accepted when you placed your order that we could start to deliver it, and that you could not withdraw once delivery had started.
Shipping terms
We ship your order after we received them
for articles on hand latest 24 hours,
for articles with overnight supply latest 48 hours.
In case we need to order an article from our supplier our dispatch time depends on the reception date of the articles, but the articles will be shipped on the same day.
Our goal is to send the ordered articles in the fastest, but also most efficient and secure way to our customers.
Privacy and security
Privacy policy
Unless otherwise stated below, the provision of your personal data is neither required by law or contract, nor is it necessary for the conclusion of a contract. You are not obliged to provide the data. Failure to provide this will have no consequences. This only applies if no other information is provided in the subsequent processing operations.
Collection, processing and use of personal data for orders
When ordering, we collect and use your personal data only to the extent necessary to fulfill and process your order and to process your inquiries. The provision of the data is necessary for the conclusion of the contract. Failure to provide this provision means that no contract can be concluded. The processing takes place on the basis of Art. 6 (1) lit.b GDPR and is necessary for the performance of a contract with you. Your data will not be passed on to third parties without your express consent. Excluded from this are only our service partners, which we need to process the contractual relationship or service providers whom we use in the context of order processing. In addition to the recipients named in the respective clauses of this data protection declaration, these are, for example, recipients of the following categories: shipping service providers, payment service providers, merchandise management service providers, service providers for order processing, web hosts, IT service providers and dropshipping merchants. In all cases, we strictly observe the legal requirements. The scope of data transmission is limited to a minimum.
Duration of storage
After completion of the contract, the data will first be stored for the duration of the warranty period, then taking into account legal, in particular tax and commercial retention periods and then deleted after expiry of the period, unless you have consented to further processing and use.
Rights of the data subject
If the legal requirements are met, you have the following rights under Articles 15 to 20 GDPR: Right to information, to correction, to erasure, to restriction of processing, to data portability. In addition, pursuant to Article 21 (1) GDPR, you have the right to object to processing based on Article 6 (1) f GDPR and to processing for direct marketing purposes.
Contact us on request. The contact details can be found in our imprint.
Right to lodge a complaint with the supervisory authority
In accordance with Article 77 GDPR, you have the right to complain to the supervisory authority if you believe that the processing of your personal data is not lawful.
last updated: 01/06/2022