The WSG consists of ve results-driven units (RDU).De Graaff is responsible for a number of thingsincluding monitoring the improvements that aremade as a result of complaints, suggestions fromemployees, audit results and evaluations. At WSGthere is no separate quality control department, butquality improvement is practiced in all levels of theorganization.“Until now, each RDU kept Excel lists listing theongoing improvements,” explains de Graaff. “I had verylittle insight into the status, duration and activitiesthat were part of improvements and it was difcult tofollow the progress of long-term improvements. Thelists provided a poor overview and did not properlyinform the MT about what still needed to happen. TheExcel lists were managed by one person per RDU, andI would receive a summary every now and then. Therewas an enormous backlog in maintaining the lists and,as a result, I often had to wait for lists to be updated.”In the Change Management module, a standardtemplate has been made for improvements. Everyimprovement has a number of steps that arealways carried out, just as in the PDCA circle. Whenimplementing an improvement, the individualresponsible selects the template and assigns therelevant operators to the various activities. In this way,it’s always clear who is doing what. Additionally, youcan also run a report on the number of improvementsper RDU and the source of these improvements – anaudit or a suggestion from an employee for example.Complaints come in through TOPdesk as incidents and,if they require a more formal process, a template forthis can also be selected in Change Management. Inthis way you will always have an overview of whichcomplaints are being processed and what has or hasnot already been taken care of. The complaint report iscompiled digitally in TOPdesk.“Those responsible go through any outstandingimprovements and process them in TOPdesk,” explainsde Graaff, “while new improvements are created inTOPdesk directly. During an internal audit at the youthprobation unit, for example, it became apparent thatthe procedures that should be followed when thesafety of the youth was threatened were not clearlydened. In TOPdesk we were able to register the sourceof the ambiguity, as well as why a procedure should beintroduced and who is responsible for seeing to it.”“As a result I have a good overview of any outstandingactivities and can get my reports in order faster. I cansee which RDUs see to improvements quickly, as well aswhen certain activities are unnecessarily left waitingto be done. I can also see whether the problem hasactually been solved, because we rst have to enter agoal, and later conrm whether it has been achieved.So does the new procedure really offer the clarity thatthe employees want?”“Tough problems also come to the forefront, becausethey remain open for a longer period of time, orreoccur. An added advantage is that TOPdesk facilitatescommunication between RDUs about improvements.For example, when the youth protection MT decidesthat something should be changed as a result of a suggestion, the IT department is issued with anactivity through the system, and youth protection canmonitor whether it has been carried out according toexpectations.”
Yokogawa – Securinga grip on theimprovement process
Jeroen Buurman works in the Quality, Health, Safetyand Environment department (QHSE) at YokogawaEurope B.V., an international enterprise that focuseson industrial automation and control. In Yokogawa’sline of business, safety is a key issue. Customers havehigh expectations, and that demands compliance withcertain standards, such as the ISO9001. It is thereforeimperative to properly record and follow up possibleareas for improvement. Take customer complaints,ndings from audits, or health and safety actions forexample; these could all indicate ways to improvesafety on the work oor.
In Yokogawa’s line of business, safety is a key issue