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How to Drive Engagement with Enterprise Compliance Software

  1. Case Study: Driving Engagement with Enterprise Software Rob Gibson
  2. Who are Sodexo? What do we do? How do we work? SOME CONTEXT
  3. ABOUT EQMS Who are Qualsys? What is EQMS? What is the information ,why is it important?  Central quality and compliance management system  Scalable for end-users and customer contracts  All information easy to access A centralised quality management system
  4. Sodexo serves a number of blue-chip Pharma clients around the world Pharma market heavily regulated, international authorities demand standards to be maintained and meticulous record-keeping Sodexo also have an ISO9001 accreditation for Quality Management. Our clients expect us to maintain and adhere to the highest standards EQMS reduces the cost of this compliance WHERE DOES SODEXO USE EQMS?
  5. Obstacles to making a new system sticky:- • “Not invented here” syndrome • Time pressure – of project team and of user community • Ownership of current “solution” • “Flavour of the month” syndrome • The deployment project comes to an end TYPICAL PROBLEMS DURING DEPLOYMENTS
  7. IMPLEMENTING A NEW SYSTEM Risks • Communication – lack of understanding and planning for customer. • Unclear requirements – roles are not clearly defined. • JIT – Delivery interruptions • Brand / reputation risk – ethical sourcing, zero hours, inconsistent performance • Supplier Power i.e. competition • Cost of failure / complaints – customer relationship, legal / regulatory • Data availability – fast access to performance data. Potential • The confidence challenge – Protecting from high profile failures. • Centralised control – Communication as competitive advantage. • Culture – Proactive and engaged stakeholders. • Innovation & agility - from the status quo? • Competitive stance – in a global market • Increased stakeholder demands – the transformation challenge. Risks, Reactive Opportunities, Proactive
  8. THE QUALITY AND COMPLIANCE CHALLENGE…  Staying compliant  Rolling out scalable processes  Preventing duplication of effort  Ensuring information is easy to find Innovation, reducing costs, managing reputation.
  9. NOT A ONE-SIZE-FITS-ALL APPROACH Many industries with different compliance requirements
  10. INTRODUCED EQMS  Business process management and compliance management software  Documents, Audits, Issues and Training Records. Trusted by global brands, most advanced functionality
  11. Mixed results! • Some instant wins  • Document libraries, Training records • Some slow wins  • Internal audit checks, some sites needing additional hand-holding • Some failures  • difficulties establishing new processes, difficulties with local resistance SO WHAT HAPPENED? WHERE ARE WE NOW?
  12. HEALTH CHECK  Checked user-engagement levels  Winning and persuading stakeholders  Listening and understanding  How can you make stakeholders look good?  Not a one size fits all – pockets of sub-cultures, unwritten culture  Help shaping upgrades  People will always leave, and things will always change  Sharing success stories & goal setting. A journey filled with challenges
  13. A combination of:- • Ensuring that the software really does add value to our users • Sharing goals, sharing success stories, communicating • Competitions between teams • Ensuring that users are “trained enough” • Having management support where needed • Support from the software vendor HOW HAVE WE SUCCEEDED?
  14. THE FUTURE: LOOKING AHEAD  Roll system out globally  Monitor usage  Increase number of modules, increasing the benefits that the system brings Our missions and objectives with EQMS
  15. FINAL THOUGHTS @robgibsonworks @QualsysEQMS • Keep focussed on your objectives • Software functionality needs to be paired with valuable data/content • Take time out to observe what is working and what isn’t • Adapt, find approaches that works with your audiences • Seek feedback, seek out stakeholders, seek champions – use wisely • Share stories • Keep going

Hinweis der Redaktion

  1. Sodexo are a world leader in the provision of services that enhance the quality of life, 19th biggest employer. We are proud to serve companies, hospitals, schools, prisons, offshore energy platforms, defence and leisure customers. We operate on client premises, often with staff who used to work for our clients. Culturally, our ways of working are often a blend…
  2. Qualsys have been providing software solutions for over 20 years from their HQ in Sheffield. EQMS is a mature electronic quality management system, with rich functionality for document management, auditing, training records that support the quality and compliance processes. It is highly configurable, which allows us to build solutions for teams within a larger structure.
  3. The pharma market is unique; firms who develop vaccines and treatments need partners who they can rely on, and who will work to the same standards that they need to. When clients are audited by international regulators, we are audited too. Our clients also expect us to lead initiatives on the services that we provide, for us to be the experts and to offer new solutions to them, such as Asset Management.
  4. I’ve deployed a number of systems over the years, for a variety of different purposes. Some instantly become the lifeblood (e.g. retail), and are supported by other mechanisms (e.g. money). Some systems have had active business owners and sponsors, others less so. Local culture plays a significant role in determining the types and quantity of work involved in making a new system stick. Its crucial to understand how the system will be sustained in the period after go-live. Who will maintain the system, who will feed and water it, who will perform healthchecks, who will support and train new users, who will police the data?
  5. A study [REFERENCE: HBR] of 5,400 large scale IT projects (projects with initial budgets greater than $15M) finds that the well known problems with IT Project Management are persisting. Among the key findings quoted from the report: 17 percent of large IT projects go so badly that they can threaten the very existence of the company. On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted.
  6. With any new enterprise software system, there are risks and opportunities associated with managing the change. These applied to Sodexo’s EQMS too.
  7. For us, this is a huge challenge with many dimensions. Colleagues at client sites need to feel that the system is theirs (to counter the “Not Invented Here” syndrome), and that the central teams are supporting them with corporate standards. Foe example, we’ve recently shared some expertise on how best to conduct due dilligence reviews of suppliers and subcontractors. This is a difficult balance to maintain, and there are always other pressures at work. Computerising existing robust processes is relatively easy; users can see that their jobs have just become easier. But introducing new processes, even with an easy-to-use computer package, can feel like adding to the workload burden. It can be hard to assess the reasons for resistance.
  8. So how do we succeed? We need to be sure of the local requirements (functional and informational). We need ways of making it work, and we do this by listening to the users, running pilots, and performing the classic Deming quality cycle (Plan, Do, Check, Act). And different situations require different techniques…
  9. The EQMS solution helps us balance the local vs central debate. It allows us to offer better and faster support than the old paper-based methods, web technology allows easier sharing of information. Colleagues who had previously felt that they were working along became part of a community, making it easier to communicate with peers at other sites.
  10. As expected, some points just worked. A central reference library became the one-source-of-the-truth solution. The ability to manage training records in a tool that worked better than an Excel spreadsheet was another win. In one area, the audit app was seen as another winner, since it was faster and more automated than manual paper processes. Another site needed some more support and help with setting up, whereas a third area wasn’t used to performing internal checks, saw it as an additional burden and stopped using it. This is being followed up! The failures need some additional attention and management intervention where appropriate. We’re being pragmatic in selecting which battles to fight and in which sequence.
  11. As with most software implementation projects, it requires a great deal of change management. Stakeholders need to be aware, and engage with the system. They want the feedback that the system is helping their operations. So, after the initial dust had settled, Qualsys conducted a thorough health check last year, and it helped us to identify areas for improvement.
  12. Anecdotes can be very powerful – “someone like you has just shrunk a three-day task into one by using this tool” gets attention Having regular drop-in sessions worked well with some teams. An informal weekly conference call allowed users to be more relaxed, and this led to valuable feedback. Don’t always follow the noise! The quiet users also have successes to share and challenges to solve.
  13. Now, we intend to increase engagement further with the system, roll it out globally and use it more widely. Communicating how EQMS will help individuals. Adapting our strategy, initiatives and areas of focus. Word-of-mouth referrals are starting to come in. Having reference sites that we can show others helps with this. An increasing challenge for our users is that of Risk Management, and EQMS has a dedicated module for recording the risk activity. New processes, and a system to support it, means another opportunity.
  14. It can be easy to lose sight of the goal, particularly when faced with lots of live issues. Remember a good system adds nothing unless is it contains good data